Post by account_disabled on Mar 4, 2024 7:07:46 GMT -5
General management for execution. Changes of store managers and salespeople were carried out between the establishments. Each employee was informed about their responsibilities in the new point of sale to which they would be assigned. Follow-up meetings were organized to evaluate the proposed improvements . Healthy competition was fostered among store managers, as they all wanted to improve the results and practices of their predecessors. Employees faced new situations that generated a greater degree of motivation and professional development. Definition and characteristics of the point of sale: a plan was defined to manage the points of sale in a standardized way by analyzing that each establishment "Did things its own way.
Manuals were prepared for the implementation of merchandising in establishments. A procedures manual was established for store management. A control tool was implemented for team meetings in the establishments, which allowed the recording of suggestions, incidents and needs. Regarding promotional management, an annual Bank User Number Data promotional system was established with specific objectives for each establishment. Tools were introduced to facilitate the completion of tasks by employees in each department. The stores' budgets and objectives were redefined , providing each establishment with timely information on its evolution and opportunities for improvement. Control tools: to have good control of the points of sale by commercial management and store managers, different types of control tools were established , both quantitative and qualitative. Quantitative tools: a new , clearer scorecard was defined , with new key performance.
Indicators to evaluate the establishments. Evaluation tools for points of sale and the sections within them (such as checklists and evaluation of key aspects) were implemented . The introduction of a variable remuneration system also served as a quantitative control tool, as it included sales objectives, units sold (total and per transaction), average purchase value, conversion rates and sales of own-brand products. Qualitative tools: audits and evaluations were carried out periodically in the establishments, through the figure of the mystery shopper. A global point of sale evaluation tool was implemented for management. The implementation of these strategies and tools allowed for more efficient and effective management of points of sale, revealing to.