家乐福内部培训资料

SalesManagerSeminar

课长培训

TrainingObjectives

培训目标TolearnmoreaboutCarrefour’smissionandSalesManagerresponsibilities.

更多地了解家乐福的使命和课长的职责ToLearnhowtobettercommunicatewiththeteam

学习如何更好地与我的团队沟通.Tolearnhowtobetterdevelopmyteam

学习如何更好地开展团队Tolearnhowtoplanmyworkandmanagemytime

学习如何方案我的工作和管理我的时间

UnderstandingCarrefour’sMissionandSalesManagers’ResponsibilitiesCarrefour’s

Mission&GoalsBusinessstrategy

&CapabilitiesPeople

RequirementsRequirementsofDepartment

HeadsBusinessknowledgeTechnicalskillsCommunicationskillsPeoplemanagement&developmentskillsTimemanagementandactionplanningskillsOthersCarrefourConceptsFourPoliciesLocalizationTurnoverMarketshareEmployeeNeedsHumanresources

management

strategy

&practicesUnderstandingCarrefour’sMissionandSalesManagers’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

的要求员工需求人力资源管理

策略和操作MissionofCarrefour

家乐福的使命OurMission

我们的使命

OurPeople

我们的员工

OurResources

我们的方法

Alloureffortsaredirectedtowardscustomersatisfaction.Ourretailingactivitiesseektomeetchangingcustomerdemands,intermsofproductselectionandquality,atthemostcompetitiveprices

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，提供最正确品质及最低价格，以满足客户多变的要求．Highly-motivatedassociatesareourmainasset.Individualinitiativeanddelegationofresponsibilitiesarecarriedoutinaspiritofsolidarityandcommoninterest.

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根底上，充分发挥主动性及责任。Ourbusinessisbasedonsimple,straightforwardconcepts.Toremaincompetitive,weconstantlyadaptourresourcestoachieveoptimaldistributionefficiency.

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。

OURGOAL

我们的目标

OURVALUES

|我们的价值

Weaimtobeaninternationalforcewithasignificantpresenceineachmarket.Byconstantlyseekingtogainmarketshare,wewillstrengthentheGroup'sindependenceandraiseitsvalueoverthelongterm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。

Weaimtodevelopmutuallybeneficialsynergieswithallourbusinesspartner.Weseektoadapttothespecificenvironmentofeachcountrywhereweoperateandtoserveasabenchmarkintermsofbusinessvalueswhereverwearepresent.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MISSIONOFCARREFOUR我们的一切工作的核心

是为了让顾客满意。CustomerSatisfaction

顾客满意AllOurEffortsMustBeDirectedTowards

CustomersSatisfaction.CarrefourConcepts

家乐福的理念CustomerSatisfactionFirst!

顾客的满意为优先 Onestopshopping

一次购足 Lowprice

超低售价 FreeParking

免费停车 SelfService

自助式效劳 FreshnessandQuality

新鲜和品质

ManagementLevel

管理层Assets

资产Merchandise商品AllEquipmentingoodcondition

所有器材处于良好状态Price

价格Clean

干净Full

满Listentocustomers

倾听客户需要Competitorssurvey

竞争调查Finance

财

务AnalysisofmonthlyDepartmentbulletin

每月部门报告分析Reactwhendisparitiesbetweenbudgetandactual当财政预算与实际开销出现不同时应作出反应Checkfollow-upofprocedures

检查跟踪工作程序Workonannualbudget

制定年度财政预算Getthebestassortment

作出最好货品分类排列getthebestconditions提供最好的条件Reacttocompetitor'spricelevel

对竞争对手的价格作出反响Checkvolumeordersandsalesquantities

检查销售量pushforpromotions 促销Communicationwithnegotiator与谈判者交流人力

资源Knowyourstaff了解员工Train

培训Communication交流Initiative&creative

主动性与创造性Linkbetweenmanagementteamandmyteam

管理团队和我的团队之间的练习R

es

o

u

r

c

eH

u

m

a

nMainResponsibilitiesofaSalesManager

课长的主要职责Human人员

Helpthestafftohaveacommercialandprofessionalattitudeinanycase.

使员工在任何情况下要表现出商业人士的职业态度Communicatestore’sinformation.

传达有关家乐福店的信息Giveclearresponsibilitiestothestaff.

明确员工的工作职责Checkweeklythepunchcard.

每周检查工时卡Trainyourstaffwithatrainingplan

根据培训方案培训员工Reactonthequalityoftheworkofthestaff.根据员工的工作质量作出反响Planandproposepromotion.

方案并推荐提升人员MainResponsibilitiesofaSalesManager

课长的主要职责

Merchandise商品

Followassortment(Noshortage).

保证品种(没有缺货)Facinganddisplayreflectingthesalesquantities.

排面和展示要反映销售量Checkstockcards.

检查库存卡Stocklevelrespectingtheforecast.

库存量反映预见的销售量Planpromotionalandseasonaleventsonemonthbefore.

提前一个月准备促销和季节性活动Goodcommunicationwithnegotiators.

跟谈判员保持良好沟通Informthenegotiatorsofyourlowsalesitems.

向谈判员通报滞销的单品Followandanticipatethenewmarkettrends.

遵循并预见市场走向Proposenewitemtoimproveassortmentaccordingtocustomer'sdemands.

根据顾客的需求，提议新的单品，以改进品种搭配Finance财务

Followtheprocedures.

遵守制度Goodcheckingonthereceivingandreturningreports.

认真检查收货和退货单Validpurchasereport.

对证采购单.Provideexactfinancialdocuments.

提供正确的财务报告Reachtheforecastfigures.

完成预见的指标Proposeimprovementstoovertheforecastedfigures.

提议超过指标的改进方法Wellcontrolofallthelinesofyourdepartmentbulletin.

全面控制部门业绩表的各个方面

TheImportanceOfManagerialSkills

管理层管理技能的重要性

高层经理Top-LevelManagers中层经理Middle-LevelManagers一线主管Supervisors构思

CONCEPTUAL人际交往INTERPERSONAL技术

TECHNICAL 管理层 管理技能

ManagerialLevel ManagerialSkillTheRoleOfManagers

经理的角色Managingtasks…

管理任务

Leadingpeople…

领导员工

Tomakesureworkgetsdoneandpeoplegetsatisfied.确保工作得以圆满完成并且员工获得满足。

RoleTransition[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RoleTransition[2]

角色转换(二)Input投入Controllers

控制者WorkResults工作结果Input投入Leader领导者Employee

Satisfaction员工满意WorkResults工作结果TheRolesOfAnEffectiveManager

一个有效经理的角色Abridgebetweenbusinessgoalsandbusinessresults

连接经营目标与经营结果的一座桥梁Abridgebetweenemployeesandthetopmanagement

连接员工和高层管理的一座桥梁Acoachforemployeedevelopment

员工开展的指导者Aninitiatorofcontinuousimprovement

持续不断改进的倡导者

我的角色

MyRole上级DirectReports下属Subordinates供应商及客户SuppliersandCustomers同级管理者Peers我

IManagementOfMyTeam团队管理Managementand

DevelopmentoftheTeam

团队管理和开展Communication

withtheTeam

团队沟通SelfManagement

自我管理CommunicationwiththeTeam

团队沟通EffectiveCommunicationSkills

有效沟通技能Howtoaskquestions

如何提问Howtolisten

如何倾听Buildingrelationships

建立关系CommunicationSelfDevelopmentTeam

DevelopmentThreeTypesOfQuestions

三种不同类型的问题CommunicationSelfDevelopmentTeam

DevelopmentFunnelModel

漏斗模式OpenQuestion

开放式问题

ProbingQuestions探究式问题ClosedQuestions

封闭式问题

CommunicationSelfDevelopmentTeam

DevelopmentWhatDoYouListenFor?

你听什么？Facts

事实Emotions

情感Relationship

关系Implied

隐含CommunicationSelfDevelopmentTeam

DevelopmentModelForBetterCommunication

有效沟通模式

障碍BarriersMessageSent/MessageReceived

发出信息/接收信息

MessageSent 发出信息

NoCommunication

无沟通

PartialCommunication

局部沟通 CompleteCommunication完全沟通

1.2.3.

MessageSent发出信息 MessageReceived接收信息

MessageReceived

接收信息

GettingtoKnowYourEmployeesandtheCommunicationCycle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Feedback反响意见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

CommunicationSelfDevelopmentTeam

DevelopmentEffectiveListeningSkills

有效的倾听技巧

ParaphrasingWords

意译语句ParaphrasingFeelings

意译感情Reflecting

复述Redirecting

引导CommunicationSelfDevelopmentTeam

DevelopmentCalmsaConflictoranIntensiveSituation

缓和一场争执或一个紧张的局面

HelpsYouControlEmotionsandBuildaConstructiveRelationship

有助于控制自己的情绪,建立起良好的关系EncouragesOtherPeopletoShareInformation

鼓励对方提供信息 Paraphrasing[1]

意译[一]CommunicationSelfDevelopmentTeam

DevelopmentIncreasestheOtherPerson'sTrustinYou

加强对方对自己的信任感GivesOthersaChancetoClarifyorExplain

给对方一个澄清或解释的时机 HelpsOtherPeopleClarifyTheirOwnThinking

帮助对方澄清观点EmphasizesImportantPoints

强调要点 Paraphrasing[2]

意译[二]CommunicationSelfDevelopmentTeam

DevelopmentExamplesOfParaphrasing

andReflecting

意译和复述实例

Itsoundslikewhatyouaresayingisthatyoudon'twanttotakeoverthetask.

听起来你的意思好象是说你不想接受这项任务。WhatI'mhearingis…

我的理解是...Youarefeelingreallyfrustratedaboutwork.

工作确实让你感到沮丧。Itsoundslikesomethingisbotheringyou.

听上去好象什么事困挠着你CommunicationSelfDevelopmentTeam

DevelopmentReflectingandRedirecting

引导AToolforGuidingtheContentofInformationExchange:主导信息交流内容的一个有效工具ActiveListening+AnOpen(probing)Question积极倾听+开放式〔探究式〕问题QuestionsForDirecting

可以用来引导对方的问题

Ask“How...〞,not“Why...〞

问"如何..."，而非"为何..."Howareyougoingtochangethesituation?

你希望如何去改变现状呢?HowshallIimproveinordertogetthedeal?

如何改进才能谈成这笔生意?Howcouldwegettheseevenbetter?

我们怎样才能使这些更完善?

ExamplesOfDirecting

引导实例Afterparaphrasing,askinganotherquestion.Forexample:在意译完对方所讲的话之后，再提一个问题。如：

Justnowyoumentionedthatonebigchallengeinmanagementismotivation.Wouldyoupleasetellmehowdoyoumotivateyouremployees?

刚刚您提到管理中的一个较大的挑战就是鼓励员工，那么您是如何调发动工的积极性的呢？

VerbalandNonverbalSignals

言语和非言语信号

MakingSoundsLike:"Ah...","Mmm...",etc.

适当使用鼓励性词语，如："啊..."、"呃..."等

Saying:"Goon","Tellmemore",etc.

说："请说下去"，"请再详细地谈谈"等RepeatingKeyPointsonWords

重复关键词语Paraphrasing,Reflecting&Directing

进行事实复述、感情意译和引导

CommunicationSelfDevelopmentTeam

DevelopmentTriadsRolePlayRecordingList

三人角色扮演记录单BuildingRelationship

培养关系Establishyourcredibility

树立你的威信Developmutual

trust

培养相互的信任Respectyourteam

尊重你的团队CommunicationSelfDevelopmentTeam

DevelopmentHowtotakeoveryourpositionas

SalesManager

如何树立课长的威信Individualmeetingwithyourteammembers

给每个团队成员单独见个面Usetoolstohelpyoumanage

利用工具来帮助你来管理Bestrongandenergetic

表现坚强、充满活力

Alwaysbeincharge,neverlosecontrol

永远掌握主导权，决不可失去控制Alwaysbeawareofwhatyourteamisdoing

时时了解你的团队在做什么Doitfromtheverybeginning,donotwait

一开始就做起来，不可等待CommunicationSelfDevelopmentTeam

DevelopmentMeetingTeamMembersIndividually

单独会见团队成员CommunicationSelfDevelopmentTeam

DevelopmentIntroduceeachother

相互介绍Communicateyourexpectation

表达你的期望Leadthemeeting

主导谈话Listentohim/her

注意倾听Exercises:HowWellDoYouKnowYourColleague?AskingQuestions

练习：你对员工了解多少？提问HowLongHasHe/SheBeenMarried?我或他是否已婚?是否有小孩?IfNot,DoesHe/SheHaveaFiance?

如果未婚，我或他是否有对象？WhatFoodDoesHe/SheLikeBest?我和他各自最喜欢吃什么？WhatHobbiesDoesHe/SheHave?我和他各自有什么兴趣爱好？WhatisHis/HerEducationandworkingBackground?我和他各自教育和工作背景如何？WhatistheMostImportantChallengeinYourWork?

工作中你最大的挑战是什么？CommunicationSelfDevelopmentTeam

DevelopmentDevelopMutualTrust

培养相互信任关系Fairness 公平Honesty 老实Openness 开放Accessibility 平易近人CommunicationSelfDevelopmentTeam

DevelopmentToRespectMyTeamToRespectMyTeamMeansToSpendTimeWithThemToRespectMeansToCommunicateWithMyTeamThroughGoodMorningBriefingMeetingTrainingVisitToTheShelves

ToRespectMeansToListenToMyTeamCommunicationSelfDevelopmentTeam

DevelopmentTalkAboutCompetitorsNewProducts,NewCollectionsDepartmentBulletinProcedures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以下方式进行交流问"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CommunicationSelfDevelopmentTeam

Development谈它其他竞争对手新产品,新展示课绩效程序ManageandDevelopMyTeam

管理和开展团队Understandwhereyouremployeesare:ToKnowGraphand

Skillinventory知道你的员工工作能力如何：了解图和技能储藏图Threegeneralmethodstodevelopteammembers:

开展员工的三种根本方式: TaskAssignmentSkills

委派任务的技能 CoachingandFeedbackSkills

指导和反响技能 TeamworkandMotivation

团队合作和鼓励CommunicationSelfDevelopmentTeam

DevelopmentUnderstandWhereYourEmployeesAre

明白员工的能力水平

Synergy

协作性Antagonism

对立性RequiredLevel

要求的水准Creativity

创造性Responsibilities

职责ABCDAisanewemployee

是新员工Bhasreachedrequiredlevel

到达了要求的水准Cisveryskilled

是有经验、熟练的员工Dislowatskillsbuthasanegativeattitude

是技能差、态度又消极CommunicationSelfDevelopmentTeam

DevelopmentThreeGeneralMethodstoManage

三种管理方式Method3:Cooperation&Participation

Delegation;Control

方式3：合作参与

委派、控制Method2:Negotiable

Communication

方式2：可协商交流Method1:NotNegotiable

Training

方式1:不可协商培训

Synergy

协作性Antagonism

对立性RequiredLevel

要求的水准Creativity

创造性Responsibilities

职责ABCDCommunicationSelfDevelopmentTeam

Development

SkillInventory

技能储藏1=CanPerformWell 1=做的很好2=CanPerform 2=可以做3=NeedstoLearn 3=需要学习改进

CommunicationSelfDevelopmentTeam

DevelopmentWhatCanYouKnowfromtheSkillInventory

技能储藏图能告诉你什么Whoisgenerallystrong?

谁的能力比较强Whoisgenerallyweak?

谁的能力比较弱Wheremyteamisstrong?

我的团队强在何处Wheremyteamisweak?

我的团队弱在何处？Howtosolvetheproblem

如何加强Crosstrainingandbackupbuilding

交叉培训、人才备份CommunicationSelfDevelopmentTeam

DevelopmentCross-TrainingandBackupBuilding

交叉培训、人才备份Haveoneemployeetrainanotherwhathe/sheisstrongat

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Beawareoftheseniority(face)issue

注意资历和面子问题Makesuretasksgetdonefirstandthenconsidertrainingofemployees

首先考虑任务得以完成，然后是员工的培养CommunicationSelfDevelopmentTeam

DevelopmentHowtoManageMyTeam

如何管理团队Content 内容ToKnow 了解ToRespect 尊重ToAnticipate 预见ToMotivate 鼓励ToReprimand 批评ToFire 开除GiveclearobjectivesToReprimandImmediatelypointoutthewrong-doingsandtocorrectWithoutweaknessWithouthesitationWhyreprimand?IfitisreachedCongratulateGivenewobjectivesPromotionIfitisnotreachedCorrectGobacktotheformerobjectivesStand-byCommunicationSelfDevelopmentTeam

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CommunicationSelfDevelopmentTeam

DevelopmentToFire

开除CommunicationSelfDevelopmentTeam

Development

AssigningTasks

委派任务

1. AnalyzetheTask

分析任务 2. AnalyzeYourEmployees 分析员工 3. ConsiderYourTaskGoals&Objectives 考虑任务的总体目标和具体目标 4. ConsiderYourEmployeeDevelopmentGoals& Objectives

考虑培养员工的总体目标和具体目标 5. FindanAppropriateBalancePointandAssigntheTask 找到适当的平衡点来委派任务

AreYouTaskOrientedorRelationshipOriented?你是以工作任务为导向还是以关系为导向TaskOriented

以工作任务为导向

RelationshipOriented

以关系为导向

People&TasksConsiderations

有关人与任务的考虑Tasks任务People(Relationship)

人(关系)Importance重要性Urgency紧急性WorkExpectation工作期望Whodiditbefore

谁以前做过Routine事务性Whohastheskill

谁具备技能但未做过Difficulty难度Whomaydoitaftertraining经培训或指导后能做Knowledgerequired

需什么知识AssigningTasks

委派任务PeopleandTaskConsiderations

以人还是以任务为导向Cross-training

交叉培训Buildingback-Up

做好人才备份AssigningTask委派任务Taskassignmentworksheet任务委派练习单TaskAssignmentSkills

委派任务技能CommunicationSelfDevelopmentTeam

DevelopmentExplainwhattodoandhowtodo

解释该做什么，如何做Explainwhyiftheydonotknow

解释为什么要这样做，如果他不清楚Communicateexpectation/requirements

说明你的期望或要求Settimeline

设定期限

Alwayscheck

一定要检查DefiningFeedbackandCoaching定义反响与指导Feedback反响Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow

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Atwo-waydiscussionthataimstoimproveperformance

是一种双向式讨论，旨在提高工作绩效

Feedback

反响Whatarethedifferenttypesoffeedback?

反响意见的不同形式有哪些？Positive 积极的Negative 消极的Corrective 改进的None 无反响Whichoneusuallyisthemosteffective…andwhy?

哪种反响意见通常是最有效的？为什么？

CommunicationSelfDevelopmentTeam

DevelopmentHowgivefeedbackeffectively:BEERModel

如何有效的给予反响：“啤酒〞模式Effectivefeedback:

有效的反响：describesthespecificBehavior

描述了具体行为includesanExampleofthatbehavior

包括所列行为的一个例子describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations

描述该行为如何超出、到达或无法到达您的期望和要求describestheResultsofthebehavior

描述这些行为所导致的结果

CommunicationSelfDevelopmentTeam

DevelopmentCorrectiveFeedback-Example

改进型反响意见-例子Recentlyyoufailedtofinishyourtaskontime

最近你没有按时完成任务。LastFriday,forexample,Ididn'tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).

比方说，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)Finishingworkontimeisamustforaqualifiedassistant.

按时完成任务，是成为一个合格的助理的起码要求。(期望)Sowewerenotabletoadjustsellingpricesintimewhichwilldoharmtooursales(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)

CommunicationSelfDevelopmentTeam

DevelopmentPositiveFeedback:Example

积极型反响实例Recentlyyouhavebeenperformingwell.

(Behavior)

最近你的工作表现很好。

(行为)Thesurveyreportsyouhandedinforthepasttwomonthswereverycomplete,accurateandhelpful.

(Example)

这两个月你上交的市调报告非常全面、准确、有效。

(例子)Weadjustedpricesaccordingtothereportsandoursaleshaveincreased15%overthatofthefirstquarter.

(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)Ifyoukeepperformingwelllikethis,youwillsoonbecomethebestassistant.

(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Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor

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响意见Whatwasgoodaboutthatperson?

这个人好在哪里？Whatdidtheydo?

他们是怎么做的？Howdidyoufeel?

您的感觉如何Howdidyourespond?

您的反响如何？

CommunicationSelfDevelopmentTeam

DevelopmentWhatDoesTEAMMean?

团队的含义Together 共同

Each 每人

Achieve 实现

More 更多

ConditionsForTeamSuccess

团队成功的条件SharedVision

目标一致

UnderstandingoftheTeam

团队互相理解(责任明确)

Communication

沟通

StrongLeadership

强而有力的领导

InvolvetheRightPeopletoEnsureCommitment

选择适合的团队成员

ExperiencedHelpWhereNecessary

互助合作

WhatMotivatesPeople?

什么能够鼓励人？NeedforAffiliation

归属需要NeedforPower

权力需要NeedforAchievement

成就需要Note:Donotgivetoomuchatatime,becausepeopleforgetverysoon

注意：一次不要给得太多，因为人们忘得很快CommunicationSelfDevelopmentTeam

DevelopmentToMotivate

鼓励Honest

老实Motivation

鼓励Confidence

自信Performance

业绩Promotion

提升Enjoyment

乐趣EnergyCreatedThroughMotivation

鼓励所产生的能量++{}_CommunicationSelfDevelopmentTeam

DevelopmentNoMotivation

没有鼓励NoConfidence

不自信NoPerformance

无业绩Resignation

辞职NoEnjoyment

没有乐趣_"聪明"目标

SMARTObjectiveSpecific

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)

以时间为根底〔限期〕

SMARTSMARTGoals

聪明目标GoalswithoutSMART

非聪明目标Increaseturnover

提高营业额Trainmoreemployees

培训更多的员工GoalswithSMART

聪明目标Inthelastquarterof2000Mydepartmentwillincreaseturnoverbyatleast5%overthesameperiodlastyear.

2000年第四季度，跟去年同期相比，提高营业额5%。BytheendofNovember,IwillhavetwoemployeestrainedonhowtousePacificFour.

到十一底，教会两个员工如何使用PacificFourSelfManagementandDevelopment

自我管理和开展Timemanagement

时间管理Anticipation(Planning)

预见CommunicationSelfDevelopmentTeam

DevelopmentTimeDeclaration

时间宣言

Today,ACatchoftheBusinessWorldIs:

当今企业界脍炙人口的一个口号是：WorkSmarter,NotHarder!

蛮干不如巧干！TimeIsMoney

时间就是金钱

CommunicationSelfDevelopmentTeam

DevelopmentSourcesofStress

时间紧迫的原因ConceptofTime

缺乏时间概念 Notenoughdelegation 缺乏授权LackofScheduling 缺乏方案〔短期〕 LackofPlanning

缺乏方案〔长期〕 CommunicationSelfDevelopmentTeam

DevelopmentToAnticipateToAnticipateEventsToAnticipatesIs:ToBeCreativeToUseaGoodStrategyToChoosetheRightPromotionattheRightTimeToHave

GoodBusinessSenseToPrepareMyTeamforanActionToAnticipate:MeansWeHaveToForecastNewProjectsCommunicationSelfDevelopmentTeam

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：必须对新工程进行预测CommunicationSelfDevelopmentTeam

Development?Anticipate

预见AskYourself:

问你自己：Whatwillbesellingwellinthecomingsixmonths

接下来六个月，什么单品会畅销Whatmightnotbesellingwellinthecomingsixmonths

接下来六个月，什么单品应该清仓WhatcanI/myteamdotopreparefortheupcomingbusyperiod(bigpromotionevent,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WhatmightgowronginmydepartmentandwhatcanIdonowtopreventit?

我的部门可能会出现什么问题，我如何应对CommunicationSelfDevelopmentTeam

DevelopmentPrioritizing

轻重缓急1324Urgent

紧急

NotUrgent

不紧急Important

重要NotImportant

不重要CommunicationSelfDevelopmentTeam

DevelopmentEffectivePlanningTools

有效的方案工具

Calendar

月历(每日,每周,每月)DailytoDoList

每日工作清单

CommunicationSelfDevelopmentTeam

DevelopmentAppointmentCalendar

工作月历Meetings&Events

会议和重要的节庆活动、大型促销 MajorProjects[AllocationofTimeBlock]

主要工程〖整段时间的分配〗MonthlyappointmentList

每月会见方案 Deadlines

期限

CommunicationSelfDevelopmentTeam

Development2000Promotionproposalinterviewcandidates14:00-15:00DaysoffFinishTGscheduleforNovember

SalesManagerTrainingDaysoffDaysoffDaysoff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

DailyToDoListSources

来源 ImmediateTasks

眼下紧迫任务 CalendarItems

月历工程 BasedonDegreeofImportanceinRelationtoOne'sLife/BusinessGoals

依据各人生活、工作目标的重要性程序

CommunicationSelfDevelopmentTeam

DevelopmentDailyToDoList

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 ControlTimefortheDay

掌握当天的时间 VisuallyProminent

放在显眼的位置 CrossThroughasCompleteTasks[alsoCrossThroughonMasterTaskList]

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〗 ReviewProgressatEndofDay

检查当天任务完成的情况 MakePlanforNextDay!

制定第二天的方案 CommunicationSelfDevelopmentTeam

DevelopmentDailytoDoList每日工作清单Date:

日期：10/3User

使用人：WangJunDailytoDoList每日工作清单Date:

日期：10/3User

使用人：WangJunHowToDealWithInterruptions

如何处理干扰DealingwithInterruptions-Strategies

处理干扰的策略 PhoneCalls

访谈 Dropper-innersandUnscheduledMeetings

来访者和不定期的会议 Crisis

危机 PaperandMessyDesks

文稿和杂乱的办公桌 KeepYourTaskListProminent

把任务清单放在比较显眼的位置 CommunicationSelfDevelopmentTeam

DevelopmentTimeAnalysis

时间运用分析

Time

用时Results

收效20%Paretoll'sEighty-TwentyPrinciple

帕特雷80/20原理(或八/二分成法)CommunicationSelfDevelopmentTeam

Development80%80%20%

TimeAnalysis

时间运用分析StudyyourCalendarandDailytoDoListandConsider:

研究你的工作月历和每日工作清单，考虑：Whenisthebesttimetodosomeplanning？

什么时段最好是用来做一些方案性的工作？TGschedule,PromotionEvents,MarketSurvey？

TG方案表、促销活动、市场调查？Whenisthebesttimetodosomepaperworksuchaswritingreports？

什么时段最好是用来做一些文牍工作，如写报告？Whenisthebesttimetomeetwithsuppliers？

什么时段最好是用来跟供给商面谈？Whenisthebesttimetodofinancialwork？

什么时段最好是用来做财务性的工作？Calculation,Analysis,Checkingfinancialdocuments？

计算、分析、检查财务票据？Whenisthetimeyouhavetostayinthestore?

什么时段你必须待在卖场里？ActionPlanning:ABetterWay

制定行动方案：一个更为有效的方法WhoWillDoWhatbyWhen?

谁、到何时、做什么？ APlanforMonitoringandReportingProgress

制定监控和汇报进展情况的方案 ActionPlanningWorksheet

行动方案工作单Project项目:____________________________________ Date日期:___________ Pages页数:______ ActionPlan行动计划 RiskManagementPlan风险管理计划Step Who WilldoWhat byWhen PossibleProb. Cont.Action WhoResponsibility.

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___ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ___________ReportingTime ReportingLocation TeamCoordinator TeamMembers

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