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1、Sales Manager Seminar课长培训课长培训 中国培训师大联盟中国培训师大联盟2CarrefourTraining Objectives培训目标培训目标1.To learn more about Carrefours mission and Sales Manager responsibilities.更多地了解家乐福的使命和课长的职责2.To Learn how to better communicate with the team学习如何更好地与我的团队沟通. 3.To learn how to better develop my team 学习如何更好地发展团队4.To l
2、earn 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3CarrefourUnderstanding Carrefours Mission and Sales Managers ResponsibilitiesCarrefours Mission &GoalsBusiness strategy &CapabilitiesPeople RequirementsRequirements of DepartmentHeadsBusiness knowledgeTechnical skillsCommunication skills
3、People management & development skillsTime management and action planning skillsOthersCarrefour ConceptsFour PoliciesLocalizationTurnoverMarket shareEmployee NeedsHuman resources management strategy & practices4CarrefourUnderstanding Carrefours Mission and Sales Managers Responsibilities理解家乐福的使命和课长的
4、职责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家乐福理念四大政策本地化营业额市场份额员工需求人力资源管理策略和操作5CarrefourMission of Carrefour家乐福的使命家乐福的使命Our Mission我们的使命我们的使命 Our People我们的员工我们的员工 Our Resources我们的方法我们的方法All our efforts are directed towards customer satisfaction. Our retailing activi
5、ties 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 Highly-motivated associates are our main asset. Individual initiative and delegation of responsibilities are carried out in a
6、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 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。6Carrefou
7、rOUR 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 Groups 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
8、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。家乐福的使命
9、家乐福的使命MISSION OF CARREFOUR7Carrefour我们的一切工作的核心我们的一切工作的核心是为了让是为了让顾客满意顾客满意。Customer Satisfaction顾客满意顾客满意All Our Efforts Must Be Directed Towards Customers Satisfaction.8CarrefourCarrefour Concepts家乐福的理念家乐福的理念Customer Satisfaction First!顾客的满意为优先顾客的满意为优先 vOne stop shopping一次购足vLow price超低售价 vFree Parkin
10、g免费停车vSelf Service自助式服务vFreshness and Quality新鲜和品质9CarrefourCarrefour Four Policies家乐福四大政策家乐福四大政策Management Level管理层管理层Assets 资产资产Merchandise 商品商品vAll Equipment in good condition所有器材处于良好状态vPrice价格vClean干净vFull满vListen to customers倾听客户需要vCompetitors survey竞争调查Finance财财务务vAnalysis of monthly Departmen
11、t bulletin 每月部门报告分析vReact when disparities between budget and actual 当财政预算与实际开销出现不同时应作出反应vCheck follow-up of procedures 检查跟踪工作程序vWork on annual budget 制定年度财政预算vGet the best assortment 作出最好货品分类排列vget the best conditions 提供最好的条件vReact to competitors price level 对竞争对手的价格作出反应vCheck volume orders and sal
12、es quantities检查销售量vpush for promotions 促销vCommunication with negotiator 与谈判者交流人力人力资源资源vKnow your staff 了解员工vTrain 培训vCommunication 交流vInitiative & creative 主动性与创造性vLink between management team and my team 管理团队和我的团队之间的练习ResourceHuman10CarrefourMain Responsibilities of a Sales Manager课长的主要职责课长的主要职责Ass
13、ets 资产资产FStore clean and full.保持卖场整洁，商品充足FGood implantation respecting the price range.根据不同价格档位，良好展示商品，FCheck the cleanliness of the uniform of the staff.检查员工是否着装整洁FStorage well arranged.保持库存井井有条FListen to customers and react positively.倾听顾客意见，作出积极反应FHave a sales spirit.展现生意人的精神FDisplay with volume.
14、保持充足的商品展示FRespect 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FFollow competitors price level.关注竞争对手的价格水准FPropose equipment investment.提议购置新设备FFull respect of the regulation and law of China & Carrefours store procedures.完全遵守中国的法规和家乐福店的制度FHave a store
15、spirit.展现家乐福店的精神Human 人员人员 FHelp 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FCommunicate stores information.传达有关家乐福店的信息FGive clear responsibilities to the staff.明确员工的工作职责FCheck weekly the punch card.每周检查工时卡FTrain your staff with a training plan根据培训计划培训
16、员工FReact on the quality of the work of the staff.根据员工的工作质量作出反应FPlan and propose promotion.计划并推荐提升人员11CarrefourMain Responsibilities of a Sales Manager课长的主要职责课长的主要职责Merchandise 商品商品FFollow assortment (No shortage).保证品种 (没有缺货) FFacing and display reflecting the sales quantities.排面和展示要反映销售量FCheck stock
17、 cards.检查库存卡FStock level respecting the forecast.库存量反映预见的销售量FPlan promotional and seasonal events one month before.提前一个月准备促销和季节性活动FGood communication with negotiators.跟谈判员保持良好沟通FInform the negotiators of your low sales items.向谈判员通报滞销的单品FFollow and anticipate the new market trends.遵循并预见市场走向FPropose n
18、ew item to improve assortment according to customers demands.根据顾客的需求，提议新的单品，以改进品种搭配Finance 财务财务FFollow the procedures.遵守制度FGood checking on the receiving and returning reports.认真检查收货和退货单FValid purchase report.对证采购单. FProvide exact financial documents.提供正确的财务报告FReach the forecast figures.完成预见的指标FProp
19、ose improvements to over the forecasted figures.提议超过指标的改进方法FWell control of all the lines of your department bulletin.全面控制部门业绩表的各个方面12CarrefourThe Importance Of Managerial Skills管理层管理技能的重要性管理层管理技能的重要性高层经理高层经理Top-Level Managers中层经理中层经理 Middle-Level Managers一线主管一线主管 Supervisors构思构思CONCEPTUAL人际交往人际交往 I
20、NTERPERSONAL技术技术 TECHNICAL 管理层管理层管理技能管理技能Managerial LevelManagerial Skill13CarrefourThe Role Of Managers经理的角色经理的角色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。14CarrefourRole Transition 1角色转换角色转换( (一一) )Input投入投入Manager管理者管理者Doer做事者做事者I
21、nput投入投入Output产出Output产出产出15CarrefourRole Transition 2角色转换角色转换 (二二) Input投入投入Controllers控制者控制者Work Results工作结果工作结果Input投入投入Leader领导者领导者Employee Satisfaction员工满意员工满意Work Results工作结果工作结果16CarrefourThe Roles Of An Effective Manager一个有效经理的角色一个有效经理的角色A bridge between business goals and business results连接
22、经营目标与经营结果的一座桥梁桥梁A bridge between employees and the top management连接员工和高层管理的一座桥梁桥梁A coach for employee development员工发展的指导者指导者An initiator of continuous improvement持续不断改进的倡导者倡导者17Carrefour我的角色我的角色My Role上级上级Direct Reports下属下属Subordinates供应商及客户供应商及客户Suppliers and Customers同级管理者同级管理者Peers我我I18CarrefourM
23、anagement Of My Team团队管理团队管理Management and Development of the Team团队管理和发展团队管理和发展Communication with the Team团队沟通团队沟通Self Management自我管理自我管理19CarrefourCommunication with the Team团队沟通团队沟通Effective Communication Skills有效沟通技能vHow to ask questions如何提问vHow to listen如何倾听Building relationships建立关系Communicati
24、onSelfDevelopmentTeam Development20CarrefourThree Types Of Questions三种不同类型的问题三种不同类型的问题CommunicationSelfDevelopmentTeam Development21CarrefourFunnel Model 漏斗模式漏斗模式Open Question开放式问题开放式问题Probing Questions探究式问题探究式问题Closed Questions封闭式问题封闭式问题CommunicationSelfDevelopmentTeam Development22CarrefourWhat Do
25、 You Listen For?你听什么？你听什么？vFacts事实vEmotions情感vRelationship关系vImplied隐含CommunicationSelfDevelopmentTeam Development23CarrefourModel For Better Communication有效沟通模式有效沟通模式障碍障碍BarriersMessage Sent/Message Received发出信息发出信息/ /接收信息接收信息Message Sent发出信息发出信息 No Communication无沟通无沟通Partial Communication部分沟通部分沟通C
26、omplete Communication完全沟通完全沟通1.2.3. Message Sent发出信息发出信息 Message Received接收信息接收信息Message Received接收信息接收信息24CarrefourGetting to Know Your Employees and the Communication Cycle 了解你的员工及沟通环了解你的员工及沟通环Thought 想法想法Words & non-words 言语和非言语言语和非言语Transmission 传送传送Reception 接收接收Decoding 理解理解Feed back 反馈意见反馈意见S
27、ender 提供者提供者Receiver接收者接收者Barriers障碍障碍Language语言语言Assumption假设假设Distraction干扰干扰Experience经验经验Emotion情绪情绪CommunicationSelfDevelopmentTeam Development25CarrefourEffective Listening Skills有效的倾听技巧有效的倾听技巧vParaphrasing Words意译语句vParaphrasing Feelings意译感情vReflecting复述vRedirecting引导CommunicationSelfDevelopm
28、entTeam Development26CarrefourvCalms a Conflict or an Intensive Situation 缓和一场争执或一个紧张的局面 vHelps 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vEncourages Other People to Share Information 鼓励对方提供信息 Paraphrasing 1意译意译一一CommunicationSelfDevelopmentTeam Development27Carre
29、fourvIncreases the Other Persons Trust in You加强对方对自己的信任感vGives Others a Chance to Clarify or Explain给对方一个澄清或解释的机会 vHelps Other People Clarify Their Own Thinking帮助对方澄清观点 vEmphasizes Important Points强调要点 Paraphrasing 2意译意译二二CommunicationSelfDevelopmentTeam Development28CarrefourExamples Of Paraphrasin
30、g and Reflecting意译和复述实例意译和复述实例vIt sounds like what you are saying is that you dont 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。vWhat Im hearing is 我的理解是.vYou are feeling really frustrated about work.工作确实让你感到沮丧。vIt sounds like something is bothering you.听上去好象什么事困挠着你CommunicationSelfDevelopmentTea
31、m Development29CarrefourReflecting and Redirecting引导引导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30CarrefourQuestions For Directing可以用来引导对方的问题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 cha
32、nge 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?31CarrefourExamples Of Directing引导实例引导实例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：vJust now you mentioned that one big challeng
33、e 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，刚才您提到管理中的一个较大的挑战就是激励员工，那么您是如那么您是如何调动员工的积极性的呢？何调动员工的积极性的呢？32CarrefourVerbal and Nonverbal Signals 言语和非言语信号言语和非言语信号 vMaking Sounds Like: Ah., Mmm., etc.适当使用鼓励性词语，如：啊.、呃.等v Saying: Go on, T
34、ell me more, etc.说：请说下去，请再详细地谈谈等vRepeating Key Points on Words重复关键词语vParaphrasing, Reflecting & Directing进行事实复述、感情意译和引导 CommunicationSelfDevelopmentTeam Development33CarrefourTriads Role Play Recording List三人角色扮演记录单三人角色扮演记录单34CarrefourBuilding Relationship 培养关系培养关系vEstablish your credibility树立你的威信vD
35、evelop mutual trust培养相互的信任vRespect your team尊重你的团队CommunicationSelfDevelopmentTeam Development35CarrefourHow to take over your position as Sales Manager如何树立课长的威信如何树立课长的威信vIndividual meeting with your team members给每个团队成员单独见个面vUse tools to help you manage利用工具来帮助你来管理vBe strong and energetic表现坚强、充满活力 vA
36、lways be in charge, never lose control永远掌握主导权，决不可失去控制vAlways be aware of what your team is doing时时了解你的团队在做什么vDo it from the very beginning, do not wait一开始就做起来，不可等待CommunicationSelfDevelopmentTeam Development36CarrefourMeeting Team Members Individually单独会见团队成员单独会见团队成员CommunicationSelfDevelopmentTeam
37、DevelopmentIntroduce each other相互介绍相互介绍Communicate your expectation表达你的期望表达你的期望Lead the meeting主导谈话主导谈话Listen to him/her注意倾听注意倾听37CarrefourExercises: How Well Do You Know Your Colleague? Asking Questions 练习：你对员工了解多少？练习：你对员工了解多少？ 提问提问How Long Has He/She Been Married? 我或他是否已婚? 是否有小孩?If Not, Does He/Sh
38、e 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？CommunicationSelfDevelopmentTeam Development38Carr
39、efourDevelop Mutual Trust 培养相互信任关系培养相互信任关系vFairness公平 vHonesty诚实vOpenness 开放vAccessibility平易近人CommunicationSelfDevelopmentTeam Development39CarrefourTo Respect My TeamTo Respect My Team Means To Spend Time With ThemTo Respect Means To Communicate With My Team ThroughvGood MorningvBriefingvMeetingvTr
40、ainingvVisit To The Shelves To Respect Means To Listen To My TeamCommunicationSelfDevelopmentTeam DevelopmentvTalk About CompetitorsvNew Products, New CollectionsvDepartment BulletinvProceduresv.40Carrefour尊敬你的团队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下列方式进行交流v问问 早上好早上好 v简要介绍简要介绍v会议会议v培训培训v参观他的货架参观他的货架尊重意味着要
41、进行倾听CommunicationSelfDevelopmentTeam Developmentv谈它其他竞争对手谈它其他竞争对手v新产品新产品, ,新展示新展示v课绩效课绩效v程序程序v.41CarrefourManage and Develop My Team 管理和发展团队管理和发展团队1.Understand where your employees are: To Know Graph andSkill inventory2. 知道你的员工工作能力如何：了解图和技能储备图3.Three general methods to develop team members:发展员工的三种基本
42、方式:4.Task Assignment Skills委派任务的技能5.Coaching and Feedback Skills指导和反馈技能6.Teamwork and Motivation团队合作和激励CommunicationSelfDevelopmentTeam Development42CarrefourUnderstand Where Your Employees Are 明白员工的能力水平明白员工的能力水平Synergy协作性协作性Antagonism对立性对立性Required Level要求的水准要求的水准Creativity创造性创造性Responsibilities职责职
43、责ABCDA is a new employee是新员工是新员工B has reached required level达到了要求的水准达到了要求的水准C is very skilled是有经验、熟练的员工是有经验、熟练的员工D is low at skills but has a negative attitude是技能差、态度又消极是技能差、态度又消极CommunicationSelfDevelopmentTeam Development43CarrefourThree General Methods to Manage三种管理方式三种管理方式Method 3: Cooperation &
44、 Participation Delegation; Control方式方式 3 3 ：合作参与：合作参与 委派、委派、控制控制Method 2 :NegotiableCommunication方式方式 2 2： 可协商可协商交流交流Method 1 : Not NegotiableTraining方式方式 1 : 1 : 不可协商不可协商 培训培训Synergy协作性Antagonism对立性Required Level要求的水准Creativity创造性Responsibilities职责ABCDCommunicationSelfDevelopmentTeam Development44C
45、arrefourSkill Inventory 技能储备技能储备1=Can Perform Well 1=1=做的很好做的很好 2=Can Perform 2=可以做可以做 3=Needs to Learn 3= 需要学习改进需要学习改进CommunicationSelfDevelopmentTeam Development45CarrefourWhat Can You Know from the Skill Inventory技能储备图能告诉你什么技能储备图能告诉你什么Who is generally strong?谁的能力比较强Who is generally weak?谁的能力比较弱Wh
46、ere 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？vHow to solve the problem如何加强vCross training and backup building交叉培训、人才备份CommunicationSelfDevelopmentTeam Development46CarrefourCross-Training and Backup Building交叉培训、人才备份交叉培训、人才备份vHave one employee train another what he/she is strong at让一
47、个某方面比较强的员工教另一个这方面比较弱的员工vBe aware of the seniority (face) issue注意资历和面子问题vMake 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CommunicationSelfDevelopmentTeam Development47CarrefourHow to Manage My Team如何管理团队如何管理团队Content内容内容To Know 了解To Respect尊重To Anticipate预见To
48、Motivate 激励To Reprimand批评批评To Fire开除开除48CarrefourGive clear objectivesTo ReprimandImmediately point out the wrong-doings and to correctvWithout weaknessvWithout hesitationWhy reprimand?If it is reachedCongratulateGive new objectivesPromotionIf it is not reachedCorrectGo back to the former objectives
49、 Stand-byCommunicationSelfDevelopmentTeam Development49Carrefour提出明确的目标提出明确的目标批评批评立即指出其不恰当之处并予以纠正v没有缺点v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 Development50CarrefourTo Fire开除开除vTo 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 vTh
50、ose Who Dont 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否则其他优秀的团队成员就会不理解CommunicationSelfDevelopmentTeam Development51CarrefourAssigning
51、 Tasks委派任务委派任务1.Analyze the Task 分析任务2.Analyze Your Employees分析员工3.Consider Your Task Goals & Objectives考虑任务的总体目标和具体目标4.Consider Your Employee Development Goals & Objectives考虑培养员工的总体目标和具体目标5.Find an Appropriate Balance Point and Assign the Task找到适当的平衡点来委派任务 52CarrefourAre You Task Oriented or Relati
52、onship Oriented? 你是以工作任务为导向还是以关系为导向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53CarrefourPeople & Tasks Considerations有关人与任务的考虑有关人与任务的考虑Tasks任务任务People (Relationship)人人 ( (关系关系)Importance重要性Technical Maturity技术成熟度Urgency紧急性Work Expectation工作期望Technical issue技术性Who did it befo
53、re谁以前做过Routine事务性Who has the skill谁具备技能但未做过Difficulty难度Who may do it after training经培训或指导后能做Knowledge required需什么知识54CarrefourAssigning Tasks委派任务委派任务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55CarrefourTask A
54、ssignment Skills委派任务技能委派任务技能CommunicationSelfDevelopmentTeam DevelopmentExplain what to do and how to do解释该做什么，如何做解释该做什么，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说明你的期望或要求Set timeline设定期限设定期限 Always check一定要检查一定要检查56CarrefourDefin
55、ing Feedback and Coaching定义反馈与指导定义反馈与指导Feedback 反馈vLetting 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vA two-way discussion that aims to improve performance是一种双向式讨论，旨在提高工作绩效57CarrefourFeedback反馈反馈What are the different types of feedback?反馈意见的不同形式
56、有哪些？vPositive积极的vNegative消极的vCorrective改进的vNone无反馈Which one usually is the most effectiveand why?哪种反馈意见通常是最有效的？ 为什么？CommunicationSelfDevelopmentTeam Development58CarrefourHow give feedback effectively: BEER Model如何有效的给予反馈：如何有效的给予反馈：“啤酒啤酒”模式模式Effective feedback:有效的反馈：vdescribes the specific Behavior描
57、述了具体行为vincludes an Example of that behavior包括所列行为的一个例子vdescribes 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vdescribes the Results of the behavior描述这些行为所导致的结果CommunicationSelfDevelopmentTeam Development59CarrefourCorrective Feedback - Example改进型反馈意见
58、改进型反馈意见 - 例子例子1.Recently you failed to finish your task on time 最近你没有按时完成任务。2.Last Friday, for example, I didnt 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(具体例子具体例子)3.Finishing work on time is a must for a
59、 qualified assistant. 按时完成任务，是成为一个合格的助理的起码要求。(期望期望)4.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。(结果结果)CommunicationSelfDevelopmentTeam Development60CarrefourPositive Feedback: Example积极型反馈实例积极型反馈实例vRecently you have been pe
60、rforming well. (Behavior)最近你的工作表现很好。 (行为行为)vThe 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。 (例子例子)vWe adjusted prices according to the reports and our sales have increased 15% over that of the first quarter. (Result)
61、 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%。 (结果结果)vIf 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。 (期望期望)61CarrefourCoaching 指导指导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
62、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？vWhat did they do?他们是怎么做的？vHow did you feel?您的感觉如何vHow did you respond?您的反应如何？CommunicationSelfDevelopmentTeam Development62CarrefourWhat Does TEAM Mean?团队团队的含义的含义vvT Together共同vvE Each每人 vvA Achieve实现vvMMore更多63CarrefourConditions For T
63、eam Success团队成功的条件团队成功的条件vShared Vision目标一致目标一致vUnderstanding of the Team团队互相理解 (责任明确)vCommunication沟通vStrong Leadership强而有力的领导vInvolve the Right People to Ensure Commitment选择适合的团队成员vExperienced Help Where Necessary互助合作64CarrefourWhat Motivates People ?什么能够激励人？什么能够激励人？vNeed for Affiliation归属需要vNeed
64、for Power权力需要vNeed 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CommunicationSelfDevelopmentTeam Development65CarrefourTo Motivate激励激励Honest诚实Respect of Company Policy遵照公司政策Motivation激励Confidence自信Performance业绩Promotion提升Enjoyment乐趣Energ
65、y Created Through Motivation 激励所产生的能量激励所产生的能量+_CommunicationSelfDevelopmentTeam DevelopmentNo Motivation没有激励No Confidence不自信No Performance无业绩Resignation 辞职No Enjoyment没有乐趣_66Carrefour聪明聪明目标目标SMART Objectivew wS Specific具体具体w wMMeasurable可衡量可衡量w wA Achievable (Controllable)可实现（控制）可实现（控制）w wR Results-
66、Oriented (Output)以结果为导向（输出）以结果为导向（输出）w wT Time-Based (Deadline)以时间为基础（限期）以时间为基础（限期）SMART67CarrefourSMART Goals聪明目标聪明目标Goals without SMART非聪明目标非聪明目标Increase turnover提高营业额提高营业额Train more employees培训更多的员工培训更多的员工Goals with SMART聪明目标聪明目标In the last quarter of 2000 My department will increase turnover by
67、at least 5% over the same period last year. 2000 年第四季度，跟去年同期相年第四季度，跟去年同期相比，提高营业额比，提高营业额 5%。 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到十一底，教会两个员工如何使用用 Pacific Four68CarrefourSelf Management and Development自我管理和发展自我管理和发展vTime management时间管理vA
68、nticipation (Planning) 预见CommunicationSelfDevelopmentTeam Development69CarrefourTime Declaration时间宣言时间宣言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！蛮干不如巧干！Time Is Money时间就是金钱时间就是金钱CommunicationSelfDevelopmentTeam Development70CarrefourSources of Stress时间紧迫
69、的原因时间紧迫的原因vConcept of Time缺乏时间概念vNot enough delegation缺乏授权 vLack of Scheduling 缺乏计划（短期）vLack of Planning缺乏计划（长期）CommunicationSelfDevelopmentTeam Development71CarrefourTo AnticipateTo Anticipate EventsTo Anticipates Is:vTo Be CreativevTo Use a Good StrategyvTo Choose the Right Promotion at the Right
70、TimevTo Have Good Business SensevTo Prepare My Team for an ActionTo Anticipate: Means We Have To Forecast New ProjectsCommunicationSelfDevelopmentTeam Development72Carrefour预见预见对特殊事件或活动的预见预见是指:v有创造性v运用适当的策略v在适当的时间选择适当的促销方案v有良好的商业意识v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CommunicationSelfDevelopmentTeam Developme
71、nt73Carrefour?Anticipate预见预见Ask Your self:问你自己：vWhat will be selling well in the coming six months接下来六个月，什么单品会畅销vWhat might not be selling well in the coming six months 接下来六个月，什么单品应该清仓vWhat 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(大型促销活动大型促销
72、活动)，我和我的团队现在能做些什么准备工作vWhat 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CommunicationSelfDevelopmentTeam Development74CarrefourPrioritizing轻重缓急轻重缓急1324Urgent紧急紧急 Not Urgent不紧急不紧急Important 重要重要Not Important 不重要不重要CommunicationSelfDevelopmentTeam Development75
73、CarrefourEffective Planning Tools有效的计划工具有效的计划工具vCalendar 月历 (每日,每周,每月)v Daily to Do List 每日工作清单 CommunicationSelfDevelopmentTeam Development76CarrefourAppointment Calendar工作月历工作月历vMeetings & Events会议和重要的节庆活动、大型促销vMajor Projects Allocation of Time Block主要项目整段时间的分配 vMonthly appointment List每月会见计划 vDea
74、dlines期限CommunicationSelfDevelopmentTeam Development200077CarrefourPromotion proposalinterview candidates 14:00- 15:00Days offFinish TG schedule for November Sales Manager TrainingDays offDays offDays off78Carrefour促销报告面试两位应聘面试两位应聘人人 14:00- 15:00休息日完成完成1111月份的月份的TGTG安排表安排表 课长会议休息日休息日休息日79Carrefour每日
75、工作清单每日工作清单Daily To Do ListSources来源 vImmediate Tasks眼下紧迫任务 vCalendar Items 月历项目 Based on Degree of Importance in Relation to Ones Life/Business Goals依据各人生活、工作目标的重要性程序 CommunicationSelfDevelopmentTeam Development80CarrefourDaily To Do List每日工作清单每日工作清单Prioritized (A, B, C,)按 轻重缓急 顺序进行排列 Sequenced (A1,
76、 A2, A3,)对每项工作内容进行有序的排列vControl Time for the Day掌握当天的时间 vVisually Prominent放在显眼的位置 vCross 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 vReview Progress at End of Day检查当天任务完成的情况 vMake Plan for Next Day!制定第二天的计划CommunicationSelfDevelopmentTeam Developm
77、ent81CarrefourDaily to Do List每日工作清单Date:日期：10/3User使用人：使用人：Wang Jun82CarrefourDaily to Do List每日工作清单Date:日期：10/3User使用人：使用人：Wang Jun83CarrefourHow To Deal With Interruptions如何处理干扰如何处理干扰Dealing with Interruptions-Strategies处理干扰的策略 vPhone Calls电话访谈 vDropper-inners and Unscheduled Meetings来访者和不定期的会议 v
78、Crisis危机 vPaper 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CommunicationSelfDevelopmentTeam Development84CarrefourTime Analysis时间运用分析时间运用分析Time 用时用时Results 收效收效20%Paretolls Eighty-Twenty Principle帕特雷帕特雷80/2080/20原理原理( (或八或八/ /二分成法二分成法) )CommunicationSelfDevelopmentTeam Develo
79、pment80%80%20%85CarrefourTime 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 r
80、eports？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？86CarrefourAction Plannin
81、g: A Better Way制定行动计划：一个更为有效的方法制定行动计划：一个更为有效的方法vWho Will Do What by When?谁、到何时、做什么？vA Plan for Monitoring and Reporting Progress制定监控和汇报进展情况的计划87CarrefourAction Planning Worksheet行动计划工作单行动计划工作单 Project项目: _ Date日期: _ Pages页数: _ Action Plan 行动计划 Risk Management Plan 风险管理计划StepWhoWill do Whatby WhenPos
82、sible Prob.Cont. ActionWho Responsibility.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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _Reporting TimeReporting LocationTeam CoordinatorTeam Members报告时间：_报告地点：_小组协调人：_小组成员：_88Carrefour Action Planning Worksheet 行动计划工作单行动计划工作单Project:项目 开店 Date日期: _ Pages页数: _ Action Plan行动计划 Risk Managemen
83、t Plan风险管理计划StepWhoWill do Whatby WhenPossible Prob.Cont. ActionWho Resp.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_ _ _ _ _ _ _ _ _ _ _ _ _ _ _Reporting TimeReporting LocationTeam CoordinatorTeam Members报告时间：_报告地点：_小组协调人：_小组成员：_1234安装货架 清洁订货收样 上架收货贴价格标签最终价格市调 11/1-11/1712/0512/0711/12-12/0711/11-11/2511/12-12/071
84、2/0112/08延误延误不干净仓库没有准备好没问题加班加班加班清洁公司暂时存放在卖场里5678910供应商团队收货处保安主管助理谈判员工程部团队团队清洁公司助理谈判员主管收货处理货员团队销售主管及助理10/20-11/0811/08设计排面安装设备团队没问题延误89CarrefourMonitoring & Reporting Progress监控和汇报进展情况监控和汇报进展情况vReport what was supposed to happen汇报应该发生的事情vReport what actually did happen汇报实际发生的事情vReport any problems th
85、at have arisen汇报已经产生的所有问题vSummarize the revised action plan总结修改过的行动计划90CarrefourCommon Action Planning Errors制定行动计划时制定行动计划时常见的错误常见的错误vFailure to Assign Responsibility (Who)没有分配具体的职责（谁）vFailure 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）vFailure to Specify
86、 Timing (When)没有确定具体时间（何时）vFailure to Allow Enough Time没有给予充足的时间vFailure to Allocate Necessary Resources没有配给必要的资源vFailure to Sufficiently Monitor Progress没能有效地监控进展情况 91CarrefourFailure To Allow Enough Time没有给予充足的时间没有给予充足的时间vMurphys Law默菲定律vOptimistic Estimates of Task Duration乐观地估计完成任务所需的时间vFailure to Consider Action Step Dependencies没有考虑行动步骤的关联性vFailure to Maximize Parallel Actions没有制定更多的同步行动
