Turning Store Managers Into Store Leaders

I. Leadership Into the Future

Store managers must have a vision and a mission for their stores.  As the leader, they must become a role model to each of their employees.

•     How a successful past blocks vision to the future

•     5 factors potentially limiting your success that managers can and must control

•     Why certain jewelry stores are successful and others are not

•     Critical factors that make your company unique in its marketplace

•     What managers must do to influence customers to think of their business first

II. The Challenges of Management

It is one thing to be able to sell . . . quite another to lead and manage the selling process.  This segment will define the role of the manager and offer proven ideas, systems, and strategies to critical success.

•     Your style of management

•     Achieving your personal and professional objectives

•     Managing superstars, super losers, and yourself

•     7 criterions for excellence in management

•     The definition of a store manager's job

III. Setting Objectives

Salespeople need goals and objectives to stimulate cooperation and success.  This segment will help managers understand the value of helping salespeople establish specific, measurable goals, targets, and objectives.

•     Developing written goals to achieve ambitious objectives

•     The value of establishing measurable sales goals and targets

•     Managing the sales process

•     Defining and maintaining standards of performance

IV. Understanding Motivation

This segment will not only help managers understand the relationship between motivation and peak performance but will also give them guidelines for becoming stronger leaders.
 

•     Why people do perform/do not perform

•     Measuring the results of specific objectives

•     Appraising employee performance

•     Developing a leadership and motivation plan for each sales associate

•     5 ways to motivate people to peak performance

•     Provide feedback through recognition, reprimand, and affirmative critique

V. Recruiting, Interviewing, and Hiring

The only way a store manager can achieve the store target or goal is through the concerted effort of each team member.  This section will provide techniques and systems for locating and developing a strong team of dedicated professional sales people. 

•     Establishing specific criteria for a strong salesperson

•     How and where to find/recruit strong salespeople

•     The value of using resumes along with standardized job applications

•     Strategies for previewing a resume and job application

•     9 questions which must be asked during an interview

•     28 questions that may never be asked during an interview

•     5 creative ways to check employment references and get the critical information you need

•     How to offer the job so that it is accepted

•     How to turn down individuals with integrity

•     How to create a file folder full of qualified applicants

VI. Management Delegation -- Getting Things Done  Through Others

Good managers know how to delegate and prioritize tasks to achieve maximum sales and profits.  This segment will help the manager grow in his/her job by using the talents and skills of others.

•     Review the 7 principles of delegation

•     Determine why managers fail to delegate

•     Uncover barriers to delegation and strategies to overcome them

•     Validate delegation as a means of job enrichment

•     Develop your specific management delegation plan to enhance the growth of your store.

VII. Strategic Selling

This segment will help managers become more effective teachers and trainers as they provide their team with proven techniques for success in each element of the sales process.

•     Establishing your personal strategic sales plan

•     Establishing a strategic sales plan for your store

•     Attaining sales goals and targets each month

•     Develop sales techniques and principles with salespeople

•     Greeting customers in a warm, friendly manner

•     Handling and overcoming tough objections

•     Turning over sales with integrity

•     Increasing credit sales

•     Teaching the dozen best closing techniques

•     Developing your personal trade

•     Selling more customers from the repair counter

•     Developing and using add-on sales more effectively

•     Each manager will leave this specific section with a plan for growth
  and development of each individual within his/her store

VIII. Conducting Store Meetings

Most store meetings are acknowledged as being largely ineffective because little or no change ever happens.  This segment will teach managers how to develop and execute a focused meeting that gets sustained, measurable results.

•     Creating rationale for a standardized weekly sales meeting

•     Determining your role as a meeting leader and facilitator

•     Direct post-meeting one-on-one management follow up

•     Planning future meetings

•     Deriving measurable results from meetings that translate into sales and profits

This program encompasses all areas necessary to effectively manage a retail jewelry store in the 21^st century.  Your program will be customized from any or all of these modules in order to meet the specific requirements of your business.

Even the very best, most talented store managers need to enhance their current skills while at the same time building new ones.

Select from the eight critical management components above and make your next retreat or manager's meeting an overwhelming success!