1, many things and miscellaneous, white plus black, five plus two, not enough time.

2, growth, growth, tired of coping with performance growth.

3. Put out the fire, put out the fire, and try your best to put out the fire.

4, unable to ask superiors, go all out, but it is difficult to move.

Then let's take a look at the boss's expectations of the district economic supervision?

1, independently plan the regional performance achievement strategy.

2. Plan the marketing activities of regional stores independently.

3. Flexible integration of regional resources.

4. Create a benign echelon of regional talents.

District economic supervision posts lack attention.

The supervision of the retail area of shoes and clothing belongs to the middle-level personnel of the brand, and it is also an easily overlooked position. Why? Because the performance comes from the front line of the terminal (store), the store manager may be more concerned. Whether the performance is good or not depends on the ability of the store manager. Who performs the manager's ability? Yes, it is district economic supervision. The district supervisor is strong and the manager is strong. The ability of the regional supervisor, the executive ability of the manager and the manager's ability determine the performance of the store.

Industry status

In recent years, the epidemic has had a great impact on the whole shoe and clothing retail industry, and the business is not as good as before. However, some head brands have gone against the trend, not because business can't go on, but because the current environment needs more people to do business. The epidemic has accelerated the development of the Internet. What about offline? Do you have any tips for turning the tables? No, they don't have any tricks for head brands to go against the trend, but their architecture system is perfect. After making the strategic direction from the top of the brand, they can run through the terminal line. From top to bottom, they insist wholeheartedly. Why can't most brands do well? The reason is that the middle layer is broken.

The strategic goal only stays at the top level and cannot run through the terminal.

Every year, brand companies will have different stages of strategic direction and objectives, such as dismantling strategic objectives, adjusting retail volume, subdividing the gameplay in each region and adjusting the mode, which basically stops, that is, the strategic direction and objectives only stay at the top level, and the middle-level regional economic executives may receive the company's digital objectives, such as how many hundred million targets to achieve this year and how many stores to open in this region. I don't know why I want to do this goal, but just do it for the sake of doing it. After the district supervisor gets the target, he breaks it down into stores. At the level of district supervisor, he lost his strategic knowledge, resulting in the whole retail terminal not having this strategic knowledge. The strategic layout, dismantling and reaching strategy made by the headquarters did not run through the terminal stores. The district supervisor still manages the area according to the original operation, and the store manager also does the performance according to the original method.

The core role of regional economic supervision.

The simplest function is to connect the front and the bottom. If you can't put the ideas of the top management into practice, you are not a qualified district economic supervisor. What role do you need besides connecting the preceding with the following? Then this can quote the "boss's expectation of district economic supervision" shown in the opening paragraph.

1, independently plan the regional performance achievement strategy.

2. Plan the marketing activities of regional stores independently.

3. Flexible integration of regional resources.

4. Create a benign echelon of regional talents.

Unscramble the boss's expectation of regional economic supervision

1, independently plan the regional performance achievement strategy.

In fact, it is very simple, that is, after the strategic objectives of the headquarters come down every year, you will have the means to do business planning and development of the whole region. The core is "strategy", which is how to do it. Here you need to interpret it according to the strategic objectives of the headquarters. After reading it, you need to adjust, upgrade and enhance it according to the current regional situation. For example, your jurisdiction is 5 billion this year. What kind of ability does your manager team need to achieve this goal? How to adjust the goods in the whole region? Which departments need support? What effect does the store need to achieve in refining the knowledge of how to achieve the goal? What training does the store manager need to do for shopping guide? Whether the personnel status of terminal stores needs to be adjusted, etc. ......

2. Plan the marketing activities of regional stores independently.

Terminal stores basically launch marketing activities at different stages every month. Is it because they need activities? Actually, it's not. Every region, every business district and different stores may do activities at different stages, and there are only a few activities, such as discount, full reduction and full delivery ... so you need to find out what is the purpose of your activities? Do you want to clear the stock or sell new products? If you don't understand the purpose, then the effect of your activities may not be what you expect.

3. Flexible integration of regional resources.

What are all kinds of resources? Internal resources: training department, commodity department, human resources department and other cooperative departments of the company. External resources include: logistics, Party A's channels, and even competitors' store staff. Internal resources. Aren't these supposed to serve our front lines? Yes, yes, but with so many areas and stores, internal resources are limited and colleagues in other departments have limited time. Why do you want to serve your regional store? So you need to get on well with other internal coordination departments. "Children who cry have milk to eat." How to integrate and utilize external resources? Say something simple, such as Party A's shopping mall talking about deduction points. If you have a good relationship with Party A, you can reduce one point on the basis of the original deduction. What is this point? It's pure profit. If you have millions of shops, one point is 654.38+ million, which is the extra profit of 654.38+ million. How many clothes do you want to sell and how many pairs of shoes can you make a profit of 654.38+ 10,000?

4. Create a benign echelon of regional talents.

As we all know, the turnover of our retail staff is large and unstable. Maybe the manager will resign from training tomorrow. No one has to ask her to stay, but if someone is here, you will be stiff and you can speak louder. With people, a benign talent echelon can be established. From the manager's point of view, if you learn nothing and can't make money, then the manager will lose to other brands sooner or later. Therefore, only with the strong supervision of the district economy can the store manager below you learn something useful from you and make money with you. As long as there are people below you, you can form a regional team culture. What do you think of the culture here? For a simple example, the company has an annual meeting every year. When you come to your team, you will know whether you have culture or not by looking at the uniformity of your clothes. At the same time, you know the personnel situation of the team, make an annual or semi-annual training plan for your team, and let the team continuously inject new knowledge.

As long as you follow the boss's expectations, there is absolutely no problem in improving the district economic investigation.

There are also training courses on the market to improve the ability of district economic supervision, but which ones are suitable for learning?

Here, I would also like to introduce our organization-Boiling Consulting. We are an organization focusing on the retail operation of footwear and clothing retail industry and the development and training of retail talents. We are also the designated service organization for the promotion of retail stores of Anta Group.

Our core focus is on the development and training of retail talents, and the core is on the regional economy, supervision and store manager level.

The series process of regional economic supervision is divided into six stages.

Advanced 1: supervisory core skills

Advanced 2: "Supervision and diagnosis"

Advanced three: "multi-store sand table management"

Advanced 4: Sand Table for Team Building of Regional Iron Army

Advanced 5: regional commodity procurement and management

Advanced 6: "Regional Business Planning Landing Sand Table"

There are open classes on different topics every month. On September 19-20, there will be a course called "Multi-store Sand Table Management", which is the trump card course in the series of regional economic investigation and the course that Anta Group bought out the copyright for three years in 19. If you are interested, you can contact our staff to learn more.