Transcript 家乐福集团

万得福生活购物中心
Sales Manager Seminar
课长培训
Training Objectives
培训目标
 To learn more about Carrefour’s mission and Sales
Manager responsibilities.
更多地了解万得福福的使命和课长的职责
 To Learn how to better communicate with the team
学习如何更好地与我的团队沟通.
 To learn how to better develop my team
学习如何更好地发展团队
 To learn how to plan my work and manage my time
学习如何计划我的工作和管理我的时间
2
Carrefour
Understanding Carrefour’s Mission and Sales Managers’
Responsibilities
Carrefour’s
Mission &
Goals
Requirements
of Department
Heads
Business strategy
&Capabilities
Carrefour Concepts
Four Policies
Localization
Turnover
Market share
Business knowledge
Technical skills
Communication skills
People management &
development skills
Time management and
action planning skills
Others
People
Requirements
Employee Needs
Human resources
management
strategy
& practices
3
Carrefour
Understanding Carrefour’s Mission and Sales Managers’
Responsibilities
理解家乐福的使命和课长的职责
家乐福的
使命和目标
对于课长
的要求
经营策略和能力
家乐福理念
四大政策
本地化
营业额
市场份额
商业知识
技术能力
沟通能力
人员管理和发展能力
时间管理和计划制定能
力
其它
人员要求
员工需求
人力资源管理
策略和操作
4
Carrefour
Mission of Carrefour
家乐福的使命
Our Mission
我们的使命
All our efforts are directed towards customer satisfaction. Our
retailing activities seek to meet changing customer demands, in
terms of product selection and quality, at the most competitive
prices
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，提供最佳品质及最低价格，以满足客
户多变的要求．
Our People
我们的员工
Highly-motivated associates are our main asset. Individual
initiative and delegation of responsibilities are carried out in a
spirit of solidarity and common interest.
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基础上，充分发挥主动性及责任。
Our Resources
我们的方法
Our business is based on simple, straightforward concepts. To
remain competitive, we constantly adapt our resources to
achieve optimal distribution efficiency.
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。
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Carrefour
家乐福的使命
MISSION OF CARREFOUR
OUR GOAL
我们的目标
OUR VALUES
|我们的价值
We aim to be an international force with a
significant presence in each market. By
constantly seeking to gain market share, we will
strengthen the Group's independence and raise its
value over the long term
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。
We aim to develop mutually beneficial synergies
with all our business partner. We seek to adapt to
the specific environment of each country where
we operate and to serve as a benchmark in terms
of business values wherever we are present.
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。
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Carrefour
Customer Satisfaction
顾客满意
All Our Efforts Must Be
Directed Towards
Customers Satisfaction.
我们的一切工作的核心
是为了让顾客满意。
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Carrefour
Carrefour Concepts
家乐福的理念
Customer Satisfaction First!
顾客的满意为优先
 One stop shopping
一次购足
 Low price
超低售价
 Free Parking
免费停车
 Self Service
自助式服务
 Freshness and Quality
新鲜和品质
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Carrefour
Carrefour Four Policies
家乐福四大政策
Assets 资产
F
i
n
a
n
c
e
财
务
 All Equipment in good condition
所有器材处于良好状态
 Price
价格
 Clean
干净
 Full
满
 Listen to customers
倾听客户需要
 Competitors survey
竞争调查
 Analysis of monthly Department bulletin
每月部门报告分析
Management
管理层
 React when disparities between budget and actual
 Check follow-up of procedures
检查跟踪工作程序
 Work on annual budget
制定年度财政预算
 Know your staff
了解员工
 Train
培训
Level
当财政预算与实际开销出现不同时应作出反应
 Communication
交流
 Get the best assortment
作出最好货品分类排列
 get the best conditions
提供最好的条件
 React to competitor's price level
对竞争对手的价格作出反应
 Initiative & creative
主动性与创造性
 Link between management
team and my team
管理团队和我的团队之间
的练习
H
u
m
a
n
R
e
s
o
u
r
c
e
人力
资源
 Check volume orders and sales
quantities
检查销售量
 push for promotions
促销
 Communication with negotiator
与谈判者交流
Merchandise 商品
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Carrefour
Main Responsibilities of a Sales Manager
课长的主要职责
Assets 资产
 Store clean and full.
保持卖场整洁，商品充足
 Good implantation respecting the price range.根
据不同价格档位，良好展示商品，
 Check the cleanliness of the uniform of the
staff.检查员工是否着装整洁
 Storage well arranged.
保持库存井井有条
 Listen to customers and react positively.
倾听顾客意见，作出积极反应
 Have a sales spirit.
展现生意人的精神
 Display with volume.
保持充足的商品展示
 Respect and make respecting the safety rules of
fire fighting and hygiene regulations.
遵守火灾和卫生等安全规章制度
 Follow competitor‘s price level.
关注竞争对手的价格水准
 Propose equipment investment.
提议购置新设备
 Full respect of the regulation and law of China
& Carrefour's store procedures.
完全遵守中国的法规和家乐福店的制度
 Have a store spirit.
展现家乐福店的精神
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Human 人员
 Help the staff to have a commercial and
professional attitude in any case.
使员工在任何情况下要表现出商业人士的职
业态度
 Communicate store’s information.
传达有关家乐福店的信息
 Give clear responsibilities to the staff.
明确员工的工作职责
 Check weekly the punch card.
每周检查工时卡
 Train your staff with a training plan
根据培训计划培训员工
 React on the quality of the work of the staff.根
据员工的工作质量作出反应
 Plan and propose promotion.
计划并推荐提升人员
Carrefour
Main Responsibilities of a Sales Manager
课长的主要职责
Merchandise 商品
 Follow assortment (No shortage).








保证品种 (没有缺货)
Facing and display reflecting the sales quantities.
排面和展示要反映销售量
Check stock cards.
检查库存卡
Stock level respecting the forecast.
库存量反映预见的销售量
Plan promotional and seasonal events one month
before.
提前一个月准备促销和季节性活动
Good communication with negotiators.
跟谈判员保持良好沟通
Inform the negotiators of your low sales items.
向谈判员通报滞销的单品
Follow and anticipate the new market trends.
遵循并预见市场走向
Propose new item to improve assortment according to
customer's demands.
根据顾客的需求，提议新的单品，以改进品种搭
配
11
Finance 财务
 Follow the procedures.






遵守制度
Good checking on the receiving and returning
reports.
认真检查收货和退货单
Valid purchase report.
对证采购单.
Provide exact financial documents.
提供正确的财务报告
Reach the forecast figures.
完成预见的指标
Propose improvements to over the forecasted
figures.
提议超过指标的改进方法
Well control of all the lines of your department
bulletin.
全面控制部门业绩表的各个方面
Carrefour
The Importance Of Managerial Skills
管理层管理技能的重要性
管理层
Managerial Level
管理技能
Managerial Skill
高层经理
Top-Level
Managers
中层经理
Middle-Level
Managers
一线主管
Supervisors
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Carrefour
The Role Of Managers
经理的角色
Managing tasks …
管理任务
Leading people…
领导员工
To make sure work gets done and people get satisfied.
确保工作得以圆满完成并且员工获得满足。
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Carrefour
Role Transition [1]
角色转换(一)
Doer
做事者
Manager
管理者
Input
投入
Output
产出
Output
产出
Input
投入
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Carrefour
Role Transition [2]
角色转换 (二)
Controllers
控制者
Leader
领导者
Input
投入
Work Results
工作结果
Input
投入
Employee
Satisfaction
员工满意
Work Results
工作结果
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Carrefour
The Roles Of An Effective Manager
一个有效经理的角色
A bridge between business goals and business results
连接经营目标与经营结果的一座桥梁
A bridge between employees and the top management
连接员工和高层管理的一座桥梁
A coach for employee development
员工发展的指导者
An initiator of continuous improvement
持续不断改进的倡导者
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Carrefour
我的角色
My Role
同级管理者
Peers
上级
Direct Reports
我
I
供应商及客户
Suppliers and
Customers
下属
Subordinates
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Carrefour
Management Of My Team
团队管理
Communication
with the Team
团队沟通
Management and
Development of the Team
团队管理和发展
Self Management
自我管理
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Carrefour
Communication with the Team
团队沟通
Communication
Self
Development
Team
Development
Effective Communication Skills
有效沟通技能
 How to ask questions
如何提问
 How to listen
如何倾听
Building relationships
建立关系
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Carrefour
Three Types Of Questions
三种不同类型的问题
Communication
Self
Development
Types
类型
Features
特征
Usage
作用
Open
Questions
开放式问题
Use “What”, “How”, “Why”, & “Please...”
使用“什么”，“如何”，“为什么”和“
请”等词语
Draw out others' feelings
and opinions
发掘对方的想法和观点
Team
Development
Can't be answered by "Yes" or "No"
不能用“是”或“否”来回答
Probing
Questions
探究式问题
Be more specific, using “How many”, “How
long”, “Who”, “Where”, “When”, etc.
更加具体化，使用“多少”，“多久”，“
谁”，“哪里”，“何时”等词语
Narrow the focus
缩小所收集的信息范围
Closed
Questions
封闭式问题
Can only be answered by "Yes" or "No"
只能用“是”或“否”来回答
Restrict the information
you can gather
限制所能收集信息的范围
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Carrefour
Funnel Model
漏斗模式
Communication
Self
Development
Team
Development
Open Question
开放式问题
Probing Questions
探究式问题
Closed Questions
封闭式问题
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Carrefour
What Do You Listen For?
你听什么？
 Facts
事实
 Emotions
情感
 Relationship
关系
 Implied
隐含
22
Communication
Self
Development
Team
Development
Carrefour
Model For Better Communication
有效沟通模式
1.
Message Sent
发出信息
Message Received
接收信息
No Communication
无沟通
2.
3.
Message Sent
发出信息
障碍
Barriers
Message Received
接收信息
Partial Communication
部分沟通
Message Sent/Message Received
发出信息/接收信息
Complete Communication
完全沟通
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Carrefour
Getting to Know Your Employees and theCommunication
Communication Cycle
Self
了解你的员工及沟通环
Development
Team
Development
Feed back
反馈意见
Decoding 理
解
Barriers
障碍
Language
语言
Sender
提供者
Assumption
假设
Distraction
Receiver
接收者
干扰
Experience
经验
Emotion
情绪
Reception 接收
Thought 想法
Words & nonwords 言语和非言语
24
Transmission 传送
Carrefour
Effective Listening Skills
有效的倾听技巧
Communication
Self
Development
Team
Development
 Paraphrasing Words
意译语句
 Paraphrasing Feelings
意译感情
 Reflecting
复述
 Redirecting
引导
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Carrefour
Paraphrasing [1]
意译[一]
Communication
Self
Development
Team
Development
 Calms a Conflict or an Intensive Situation
缓和一场争执或一个紧张的局面
 Helps You Control Emotions and Build a Constructive
Relationship
有助于控制自己的情绪, 建立起良好的关系
 Encourages Other People to Share Information
鼓励对方提供信息
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Carrefour
Paraphrasing [2]
意译[二]
Communication
Self
Development
Team
Development
 Increases the Other Person's Trust in You
加强对方对自己的信任感
 Gives Others a Chance to Clarify or Explain
给对方一个澄清或解释的机会
 Helps Other People Clarify Their Own Thinking
帮助对方澄清观点
 Emphasizes Important Points
强调要点
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Carrefour
Examples Of Paraphrasing
and Reflecting
意译和复述实例
Communication
Self
Development
Team
Development
 It sounds like what you are saying is that you don't
want to take over the task.
听起来你的意思好象是说你不想接受这项任务。
 What I'm hearing is …
我的理解是...
 You are feeling really frustrated about work.
工作确实让你感到沮丧。
 It sounds like something is bothering you.
听上去好象什么事困挠着你
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Carrefour
Reflecting and Redirecting
引导
A Tool for Guiding the Content of
Information Exchange:
主导信息交流内容的一个有效工具
Active Listening + An Open (probing)
Question
积极倾听 + 开放式（探究式）问题
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Carrefour
Questions For Directing
可以用来引导对方的问题
Ask “How...”, not “Why... ”
问"如何..."，而非"为何..."
How are you going to change the situation?
你希望如何去改变现状呢?
How shall I improve in order to get the deal?
如何改进才能谈成这笔生意?
How could we get these even better?
我们怎样才能使这些更完善?
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Carrefour
Examples Of Directing
引导实例
After paraphrasing, asking another question. For example:
在意译完对方所讲的话之后，再提一个问题。如：
 Just now you mentioned that one big challenge in management is
motivation. Would you please tell me how do you motivate your
employees?
刚才您提到管理中的一个较大的挑战就是激励员工，那么您是如
何调动员工的积极性的呢？
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Carrefour
Verbal and Nonverbal Signals
言语和非言语信号
Communication
Self
Development
Team
Development
 Making Sounds Like: "Ah...", "Mmm...", etc.
适当使用鼓励性词语，如："啊..."、"呃..."等
 Saying: "Go on", "Tell me more", etc.
说："请说下去"，"请再详细地谈谈"等
 Repeating Key Points on Words
重复关键词语
 Paraphrasing, Reflecting & Directing
进行事实复述、感情意译和引导
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Carrefour
Triads Role Play Recording List
三人角色扮演记录单
项目
Items
开场白
Opening
开放式问题
Open Question
探究式问题
Probing
Question
封闭式问题
Closed Question
事实复述
Paraphrasing
感情意译
Reflecting
引导
Directing
体态语
Body Language
打断
Interruption
次数
Times
好的方面
Areas That Worked Well
需改进的方面
Areas For Improvement
(好不好Good or not)
(好不好Good or not)
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Carrefour
Building Relationship
培养关系
Communication
Self
Development
Team
Development
 Establish your credibility
树立你的威信
 Develop mutual trust
培养相互的信任
 Respect your team
尊重你的团队
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Carrefour
How to take over your position as
Sales Manager
如何树立课长的威信
Communication
Self
Development
Team
Development
 Individual meeting with your team members
给每个团队成员单独见个面
 Use tools to help you manage
利用工具来帮助你来管理
 Be strong and energetic
表现坚强、充满活力
 Always be in charge, never lose control
永远掌握主导权，决不可失去控制
 Always be aware of what your team is doing
时时了解你的团队在做什么
 Do it from the very beginning, do not wait
一开始就做起来，不可等待
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Carrefour
Meeting Team Members IndividuallyCommunication
单独会见团队成员
Self
Development
Team
Development
Introduce each other
相互介绍
Communicate your expectation
表达你的期望
Lead the meeting
主导谈话
Listen to him/her
注意倾听
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Carrefour
Exercises: How Well Do You Know Your
Colleague? Asking Questions
Communication
练习：你对员工了解多少？ 提问
Self
Development
Team
Development
How Long Has He/She Been Married?
我或他是否已婚? 是否有小孩?
If Not, Does He/She Have a Fiance?
如果未婚，我或他是否有对象？
What Food Does He/She Like Best?
我和他各自最喜欢吃什么？
What Hobbies Does He/She Have?
我和他各自有什么兴趣爱好？
What is His/Her Education and working Background?
我和他各自教育 和工作背景如何？
What is the Most Important Challenge in Your Work?
工作中你最大的挑战是什么？
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Carrefour
Develop Mutual Trust
培养相互信任关系
 Fairness
公平
 Honesty
诚实
 Openness
开放
 Accessibility
平易近人
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Communication
Self
Development
Team
Development
Carrefour
Communication
To Respect My Team
Self
Development
Team
Development
To Respect My Team Means To Spend Time With Them
To Respect Means To Communicate With My Team Through
 Good Morning
 Talk About Competitors
 Briefing
 New Products, New Collections
 Meeting
 Department Bulletin
 Training
 Procedures
 Visit To The Shelves
 ......
To Respect Means To Listen To My Team
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Carrefour
Communication
尊敬你的团队
Self
Development
Team
Development
尊重意味着花一些时间和团队成员在一起
尊重意味着通过下列方式进行交流
 问 "早上好"
 谈它其他竞争对手
 简要介绍
 新产品,新展示
 会议
 课绩效
 培训
 程序
 参观他的货架
 ......
尊重意味着要进行倾听
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Carrefour
Communication
Manage and Develop My Team
管理和发展团队
Team
Self
Development Development
 Understand where your employees are: To Know Graph and
Skill inventory
知道你的员工工作能力如何：了解图和技能储备图
 Three general methods to develop team members:
发展员工的三种基本方式:
Task Assignment Skills
委派任务的技能
Coaching and Feedback Skills
指导和反馈技能
Teamwork and Motivation
团队合作和激励
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Carrefour
Understand Where Your Employees Are
明白员工的能力水平
Communication
Team
Self
Development Development
A is a new employee
是新员工
Synergy
协作性
Responsibilities
职责
Creativity
创造性
B has reached required level
达到了要求的水准
C is very skilled
是有经验、熟练的员工
C
D is low at skills but has a
negative attitude
是技能差、态度又消极
Required Level
要求的水准
B
A
D
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Antagonism
对立性
Carrefour
Three General Methods to Manage
三种管理方式
Communication
Team
Self
Development Development
Method 3: Cooperation &
Participation
Delegation; Control
方式 3 ：合作参与 委派
Synergy
协作性
Responsibilities
职责
Creativity
创造性
、控制
C
Method 2 :Negotiable
Communication
方式 2： 可协商交流
Required Level
要求的水准
B
Method 1 : Not Negotiable
Training
方式 1 : 不可协商 培训
A
43
D
Antagonism
对立性
Carrefour
Communication
Skill Inventory
技能储备
Team
Self
Development Development
Task Renew T.G.
任务 更新促销架
Employee
员工
Order Stock
Inventory
Card
定货
盘点
库存卡
TG
Schedule
促销
台计划
Fill the
shelves
补货
Pacific 4
电脑系统
Market
Survey
市调
Peter
Alice
John
Simon
George
Sam
2
3
3
3
2
1
3
1
3
2
2
2
2
2
3
2
2
2
3
2
2
2
3
2
3
2
1
3
2
2
1
2
2
2
2
1
3
2
2
2
2
2
1
1
2
1
2
1
1=Can Perform Well
1=做的很好
2=Can Perform
2=可以做
3=Needs to Learn
3= 需要学习改进
44
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What Can You Know from the Skill
Inventory
技能储备图能告诉你什么
Communication
Team
Self
Development Development
Who is generally strong?
谁的能力比较强
Who is generally weak?
谁的能力比较弱
Where my team is strong?
我的团队强在何处
Where my team is weak?
我的团队弱在何处？
 How to solve the problem
如何加强
 Cross training and backup building
交叉培训、人才备份
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Cross-Training and Backup Building
交叉培训、人才备份
Communication
Team
Self
Development Development
 Have one employee train another what he/she is strong at
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
 Be aware of the seniority (face) issue
注意资历和面子问题
 Make sure tasks get done first and then consider training
of employees
首先考虑任务得以完成，然后是员工的培养
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How to Manage My Team
如何管理团队
Content
内容
To Know
了解
To Respect
尊重
To Anticipate
预见
To Motivate
激励
To Reprimand
批评
To Fire
开除
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Communication
To Reprimand
Team
Self
Development Development
Immediately point out the wrong-doings and to correct
 Without weakness
 Without hesitation
Why reprimand?
Give clear objectives
If it is reached
If it is not reached
Congratulate
Correct
Give new objectives
Go back to the former objectives
Promotion
Stand-by
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Communication
批评
Self
Team
Development Development
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?
提出明确的目标
如果实现了
如果没有实现
祝贺
批评改正
提出新的目标
回到先前的目标
再创佳绩
继续
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Communication
To Fire
开除
Team
Self
Development Development
 To Push Our Team To A Higher Level Of Professional Skill.
促使我们团队达到更高的专业技能水平．
 Those Who Don't Want To Follow, We Have To Sanctions. We
Have To Consider, If Necessary The Company Policies
对于那些不想合作的成员，我们就必须根据公司政策，在必
要时考虑予以解雇。
Otherwise The Other Good Members Of
My Team Will Not Understand
否则其他优秀的团队成员就会不理解
50
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Assigning Tasks
委派任务
1.
2.
3.
4.
5.
Analyze the Task
分析任务
Analyze Your Employees
分析员工
Consider Your Task Goals & Objectives
考虑任务的总体目标和具体目标
Consider Your Employee Development Goals &
Objectives
考虑培养员工的总体目标和具体目标
Find an Appropriate Balance Point and Assign the Task
找到适当的平衡点来委派任务
51
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Are You Task Oriented or Relationship
Oriented?
你是以工作任务为导向还是以关系为导向
Task Oriented
以工作任务为导向
Relationship Oriented
以关系为导向
52
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People & Tasks Considerations
有关人与任务的考虑
Tasks
People (Relationship)
人 (关系)
任务
Importance
Technical Maturity
重要性
技术成熟度
Urgency
Work Expectation
紧急性
工作期望
Technical issue
Who did it before
谁以前做过
技术性
Routine
Who has the skill
事务性
谁具备技能但未做过
Difficulty
Who may do it after training
难度
经培训或指导后能做
Knowledge required
需什么知识
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Assigning Tasks
委派任务
• People and Task Considerations
以人还是以任务为导向
• Cross-training
交叉培训
• Building back-Up
做好人才备份
• Assigning Task 委派任务
• Task assignment worksheet
任务委派练习单
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Task Assignment Skills
委派任务技能
Communication
Team
Self
Development Development
Explain what to do and how to do
解释该做什么，如何做
Explain why if they do not know
解释为什么要这样做，如果他不清楚
Communicate expectation/requirements
说明你的期望或要求
Set timeline
设定期限
Always check
一定要检查
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Defining Feedback and Coaching
定义反馈与指导
Feedback 反馈
 Letting people know what and how they are doing as
soon as you know
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
 A two-way discussion that aims to improve
performance
是一种双向式讨论，旨在提高工作绩效
56
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Communication
Feedback
反馈
Team
Self
Development Development
What are the different types of feedback?
反馈意见的不同形式有哪些？
 Positive
积极的
 Negative
消极的
 Corrective
改进的
 None
无反馈
Which one usually is the most effective…and why?
哪种反馈意见通常是最有效的？ 为什么？
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How give feedback effectively: BEER
Model
如何有效的给予反馈：“啤酒”模式
Communication
Team
Self
Development Development
Effective feedback:
有效的反馈：
 describes the specific Behavior
描述了具体行为
 includes an Example of that behavior
包括所列行为的一个例子
 describes how the behavior has exceeded, met or failed to meet your
Expectations
描述该行为如何超出、达到或无法达到您的期望和要求
 describes the Results of the behavior
描述这些行为所导致的结果
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Communication
Corrective Feedback - Example
改进型反馈意见 - 例子
Team
Self
Development Development
 Recently you failed to finish your task on time
最近你没有按时完成任务。
 Last Friday, for example, I didn't get the report until 5:00, and that
was the third time in four weeks it was late (Specific Example).
比如说，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)
 Finishing work on time is a must for a qualified assistant.
按时完成任务，是成为一个合格的助理的起码要求。(期望)
 So we were not able to adjust selling prices in time which will do
harm to our sales (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)
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Positive Feedback: Example
积极型反馈实例
 Recently you have been performing well.
最近你的工作表现很好。
(Behavior)
(行为)
 The survey reports you handed in for the past two months were very
complete, accurate and helpful.
(Example)
这两个月你上交的市调报告非常全面、准确、有效。 (例子)
 We adjusted prices according to the reports and our sales have increased
15% over that of the first quarter.
(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)
 If you keep performing well like this, you will soon become the best
assistant.
(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)
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Communication
Coaching
指导
Team
Self
Development Development
Think of someone in your life - a teacher, parents, a
friend - who was a good coach or mentor
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馈意见
What was good about that person?
这个人好在哪里？
 What did they do?
他们是怎么做的？
 How did you feel?
您的感觉如何
 How did you respond?
您的反应如何？
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What Does TEAM Mean?
团队的含义
 Together
共同
 Each
每人
 Achieve
实现
 More
更多
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Conditions For Team Success
团队成功的条件
 Shared Vision
目标一致
 Understanding of the Team
团队互相理解 (责任明确)
 Communication
沟通
 Strong Leadership
强而有力的领导
 Involve the Right People to Ensure Commitment
选择适合的团队成员
 Experienced Help Where Necessary
互助合作
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What Motivates People ?
什么能够激励人？
Communication
Self
Development
Team
Development
 Need for Affiliation
归属需要
 Need for Power
权力需要
 Need for Achievement
成就需要
Note: Do not give too much at a time, because people
forget very soon
注意：一次不要给得太多，因为人们忘得很快
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To Motivate
激励
Communication
Self
Development
Team
Development
Energy Created Through Motivation
激励所产生的能量
No Motivation
没有激励
Motivation
激励
Enjoyment
乐趣
+
Confidence
自信
Performance
业绩
{
+
Honest
诚实
Respect of
Company Policy
遵照公司政策
Promotion
提升
}
_
No Enjoyment
没有乐趣
No Confidence
不自信
No Performance
无业绩
Resignation
辞职
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_
"聪明"目标
SMART Objective
 Specific
具体
 Measurable
可衡量
SMART
 Achievable (Controllable)
可实现（控制）
 Results-Oriented (Output)
以结果为导向（输出）
 Time-Based (Deadline)
以时间为基础（限期）
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SMART Goals
聪明目标
Goals without SMART
非聪明目标
Goals with SMART
聪明目标
Increase turnover
提高营业额
In the last quarter of 2000 My
department will increase
turnover by at least 5% over
the same period last year.
2000 年第四季度，跟去年同期
相比，提高营业额 5%。
Train more employees
培训更多的员工
By the end of November , I will
have two employees trained on
how to use Pacific Four.
到十一底，教会两个员工如何
使用 Pacific Four
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Self Management and Development
自我管理和发展
Communication
Self
Team
Development Development
 Time management
时间管理
 Anticipation (Planning)
预见
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Carrefour
Time Declaration
时间宣言
Communication
Self
Team
Development Development
Today, A Catch of the Business World Is:
当今企业界脍炙人口的一个口号是：
Work Smarter, Not Harder!
蛮干不如巧干！
Time Is Money
时间就是金钱
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Carrefour
Sources of Stress
时间紧迫的原因
Communication
Self
Team
Development Development
 Concept of Time
缺乏时间概念
 Not enough delegation
缺乏授权
 Lack of Scheduling
缺乏计划（短期）
 Lack of Planning
缺乏计划（长期）
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Carrefour
To Anticipate
Communication
Self
Team
Development Development
To Anticipate Events
To Anticipates Is:
 To Be Creative
 To Use a Good Strategy
 To Choose the Right Promotion at the Right Time
 To Have Good Business Sense
 To Prepare My Team for an Action
To Anticipate: Means We Have To Forecast New Projects
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Carrefour
预见
Communication
Self
Team
Development Development
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：必须对新项目进行预测
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Carrefour
Anticipate
预见
Communication
Self
Team
Development Development
Ask Your self:
问你自己：
 What will be selling well in the coming six months
接下来六个月，什么单品会畅销
 What might not be selling well in the coming six months
接下来六个月，什么单品应该清仓
 What can I/my team do to prepare for the upcoming busy period
(big promotion event, 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
 What might go wrong in my department and what can I do now to
prevent it?
我的部门可能会出现什么问题，我如何应对
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Prioritizing
轻重缓急
Communication
Self
Team
Development Development
Not Important 不重要
Important 重要
Urgent
紧急
Not Urgent
不紧急
1
3
2
4
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Carrefour
Effective Planning Tools
有效的计划工具
Communication
Self
Team
Development Development
 Calendar
月历 (每日,每周,每月)
 Daily to Do List
每日工作清单
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Appointment Calendar
工作月历
Communication
Self
Team
Development Development
 Meetings & Events
会议和重要的节庆活动、大型促销
 Major Projects [Allocation of Time Block]
主要项目〖整段时间的分配〗
 Monthly appointment List
每月会见计划
2000
 Deadlines
期限
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October
Sun
3
10
Mon
Tue
4
interview
candidates
14:00- 15:00
11
Wed
5
6
Days off
12
Thu
7
Fri
Sat
1
2
8
9
Promotion proposal
13
14
15
16
20
21
22
23
28
29
30
Days off
17
18
Finish TG schedule
for November
Days off
24
19
25
26
27
Days off
Sales Manager Training
31
2000
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October
Sun
3
Mon
Tue
4
5
面试两位应聘
人 14:00- 15:00
10
11
12
Wed
6
休息日
Thu
7
Fri
Sat
1
2
8
9
促销报告
13
14
15
16
20
21
22
23
28
29
30
休息日
17
18
休息日
24
25
19
完成11月份的
TG安排表
26
27
休息日
课长会议
31
2000
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Carrefour
每日工作清单
Daily To Do List
Communication
Self
Team
Development Development
Sources
来源
 Immediate Tasks
眼下紧迫任务
 Calendar Items
月历项目
Based on Degree of Importance in Relation to One's
Life/Business Goals
依据各人生活、工作目标的重要性程序
79
Carrefour
Daily To Do List
每日工作清单
Communication
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
Self
Team
Development Development
 Control Time for the Day
掌握当天的时间
 Visually Prominent
放在显眼的位置
 Cross Through as Complete Tasks [also Cross Through on Master Task List]
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〗
 Review Progress at End of Day
检查当天任务完成的情况
 Make Plan for Next Day!
制定第二天的计划
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Date:
日期：10/3
07:00-08:00
Daily to Do List
每日工作清单
User
使用人：Wang Jun
Check the shelves in my department, New promotional items
on the TG
08:00-09:00
09:00-10:00
10:00-11:00
Morning Briefing
Call supplier A to decide the delivery date
11:00-12:00
12:00-13:00
13:00-14:00
Discuss with Section Head about the people turnover in my
department at 13:30 am
14:00-15:00
15:00-16:00
16:00-17:00
Interview 2 Candidates at 15:20
17:00-18:00
Discuss with the assistant about the forthcoming
market survey
18:00-19:00
19:00-20:00
make people arrangement for next week
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Date:
日期：10/3
07:00-08:00
08:00-09:00
Daily to Do List
每日工作清单
检查本部门货架、TG台的新的促销品
09:00-10:00
10:00-11:00
11:00-12:00
给供应商A打电话确定送货时间
12:00-13:00
13:00-14:00
14:00-15:00
与处长讨论本部门人员流失的问题 13:30
15:00-16:00
16:00-17:00
17:00-18:00
18:00-19:00
19:00-20:00
User
使用人：Wang Jun
15:20面试两个应聘人
与助理讨论即将进行的市调
下一周的人员安排
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How To Deal With Interruptions
如何处理干扰
Communication
Self
Team
Development Development
Dealing with Interruptions-Strategies
处理干扰的策略
 Phone Calls
电话访谈
 Dropper-inners and Unscheduled Meetings
来访者和不定期的会议
 Crisis
危机
 Paper and Messy Desks
文稿和杂乱的办公桌
Keep Your Task List Prominent
把任务清单放在比较显眼的位置
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Time Analysis
时间运用分析
Communication
Self
Team
Development Development
Time 用时
Results 收效
20%
80%
80%
20%
Paretoll's Eighty-Twenty Principle
帕特雷80/20原理(或八/二分成法)
84
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Time Analysis
时间运用分析
Study your Calendar and Daily to Do List and Consider:
研究你的工作月历和每日工作清单，考虑：
• When is the best time to do some planning？
什么时段最好是用来做一些计划性的工作？
— TG schedule, Promotion Events, Market Survey？
TG计划表、促销活动、市场调查？
• When is the best time to do some paper work such as writing reports？
什么时段最好是用来做一些文牍工作，如写报告？
• When is the best time to meet with suppliers？
什么时段最好是用来跟供应商面谈？
• When is the best time to do financial work？
什么时段最好是用来做财务性的工作？
— Calculation, Analysis, Checking financial documents？
计算、分析、检查财务票据？
• When is the time you have to stay in the store?
什么时段你必须待在卖场里？
85
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Action Planning: A Better Way
制定行动计划：一个更为有效的方法
 Who Will Do What by When?
谁、到何时、做什么？
 A Plan for Monitoring and Reporting Progress
制定监控和汇报进展情况的计划
86
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Action Planning Worksheet
行动计划工作单
Project项目: ____________________________________
Action Plan 行动计划
Step
步骤
___
___
___
___
___
___
___
___
___
___
___
___
___
___
Who
实施人员
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Will do What
将做什么
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
___________________________
Date日期: ___________ Pages页数: ______
Risk Management Plan 风险管理计划
by When
至何时
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Possible Prob.
可能的问题
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
Cont. Action
应急措施
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
____________
Who Responsibility.
实施人员
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
Reporting Time
Reporting Location
Team Coordinator
Team Members
报告时间：___________ 报告地点：___________ 小组协调人：__________ 小组成员：____________________________
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Action Planning Worksheet
行动计划工作单
Project:项目 开店
Date日期: ___________
Action Plan行动计划
Step Who
Will do What
步骤 实施人员 将做什么
1
2
___
3
4
5
供应商
安装货架
收样
团队／收货处／保安
________ ___________________________
设计排面
主管／助理／谈判员
___
________
安装设备
工程部／团队
___________
团队／清洁公司
清洁
________ ___________________________
助理／谈判员／主管
订货
________ ___________________________
收货处／理货员
收货
________ ___________________________
上架
团队
________ ___________________________
团队
贴价格标签
________ ___________________________
销售主管及助理
最终价格市调
________ ___________________________
___
6
___
7
___
8
___
9
___
10
___
___ ________
___ ________
___ ________
___ ________
___ ________
Reporting Time
___ ________
Pages页数: ______
Risk Management Plan风险管理计划
by When
至何时
Possible Prob.
可能的问题
Cont. Action
应急措施
Who Resp.
实施人员
11/08
延误
加班
延误
加班
___________
____________
11/1-11/17
没问题
___________________________
加班
12/05
延误
10/20-11/08
________
___________
___________
不干净
清洁公司
________ ____________ ____________
11/11-11/25
没问题
________ ____________
____________
11/12-12/07
仓库没有准备好 暂时存放在卖场里
________ ____________ ____________
11/12-12/07
________ ____________ ____________
12/01
________ ____________ ____________
12/08
________ ____________ ____________
___________________________ ________ ____________ ____________
___________________________ ________ ____________ ____________
___________________________ ________ ____________ ____________
___________________________ ________ ____________ ____________
___________________________ ________ ____________ ____________
Reporting Location
Team Coordinator
Team Members
___________________________
________ ____________
____________
12/07
___________
________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
___________
报告时间：___________ 报告地点：___________ 小组协调人：__________ 小组成员：____________________________
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Carrefour
Monitoring & Reporting Progress
监控和汇报进展情况
 Report what was supposed to happen
汇报应该发生的事情
 Report what actually did happen
汇报实际发生的事情
 Report any problems that have arisen
汇报已经产生的所有问题
 Summarize the revised action plan
总结修改过的行动计划
89
Carrefour
Common Action Planning Errors
制定行动计划时常见的错误
 Failure to Assign Responsibility (Who)
没有分配具体的职责（谁）
 Failure to Identify All Significant Action Steps in Sufficient Detail
(What )
没有详细地确定所有重要行动步骤（什么）
 Failure to Specify Timing
没有确定具体时间（何时）
(When)
 Failure to Allow Enough Time
没有给予充足的时间
 Failure to Allocate Necessary Resources
没有配给必要的资源
 Failure to Sufficiently Monitor Progress
没能有效地监控进展情况
90
Carrefour
Failure To Allow Enough Time
没有给予充足的时间
 Murphy's Law
默菲定律
 Optimistic Estimates of Task Duration
乐观地估计完成任务所需的时间
 Failure to Consider Action Step Dependencies
没有考虑行动步骤的关联性
 Failure to Maximize Parallel Actions
没有制定更多的同步行动
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Carrefour