2021年快餐店店长培训针对快餐店店长职责.pdf

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1、快餐店店长培训针对快餐店店长职责.txt当你以为自己一无所有时，你至少还有时间，时间能抚平一切创伤，所以请不要流泪。能满足的期待，才值得期待；能实现的期望，才有价值。保持青春的秘诀，是有一颗不安分的心。不是生活决定何种品位，而是品位决定何种生活。快餐店店长培训针对快餐店店长职责，能力要求，快餐店行政管理，快餐店经营管理等方面，让店长在规范个人行为的同时，影响店员积极性，提高服务质量，从而增强快餐店的竞争力。店长每个行业都有，快餐店虽说规模小，麻雀虽小五脏俱全，所以说对店长的要求也是很精细的，可以用繁多形容也不为过，注重的就是细节问题。快餐店店长的职责达成业绩的职责：不管店长是经营者还是营业者，

2、必须担负起店中业绩的主要责任。管理的职责：对于店中的“人”、“物”、“钱”、“情报”等，店长都得充分管理、具体落实执行公司的各项规定。指挥统帅的职责：店长应该发挥指导、统帅部属的*能力。正确与适当的指导，下属才能100的发挥能力。解决问题的职责：有关于业绩或工作中所发生的问题，店长都必须思考与解决。判断的职责：在权限范围内，店长对于业务应有正确的判断。这和下属听命行事的立场迥异。快餐店店长能力要求快餐店店长，是快餐店的灵魂人物，管理着快餐店的日常事务，作为一名快餐店店长应该具备哪些能力？积极：积极地面对所有事物，这是快餐店初期发展最需要的快餐店店长。热情：快餐店店长在面对工作时必须要有高度的热

3、情与激情。开朗：开朗的人才能聚集众人，带领众人。需要能够使快餐店店里充满欢愉，和谐气氛的快餐店店长。协调性：共同作业的基础在于协调性，不管是对部属上司还是顾客或交易对方都必须具协调性。领导力：必须能调动、激发部属的工作积极性，拥有指导部属的领导力，统御力，能正确的处理人际关系。责任感：快餐店店长被委托了若干名部属及几百万元的商品，没有强烈的责任感绝对不行。不屈不挠：一个人不可能永远顺利，身为管理者一定要不畏困难，具有坚强忍耐的毅力。精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 1 页，共 7 页归属感：热爱工作、团体、把快餐店店当成另一个家，这是作为快餐店店长的原点。说服力

4、：让自己的想法、计划使对方理解，接纳的能力，说服力是打动一个人最大的武器。应变能力：能基本应对快餐店突发事件和意外争执，能应各种状况做适当的处理。快餐店行政管理店内日常小事常抓不懈，才能为店面经营管理奠定良好的基础，所以店面行政管理应放在首位。1.建立逐级管理制度，岗位职责分工细化，自上而下。使工作事事有人管，件件能落实，防止死角现象的出现。2.注重店内人员的培训工作，培养员工、销售人员的集体荣誉感和主人翁意识，以店为荣，让每位员工、销售人员充分发挥各自的潜能，使之具有爱岗敬业、服务热情周到懂业务、会管理的高素质人才。3.建立分明的奖惩制度，以激励和约束员工、销售人员的工作，使全店成为一支团结

5、协作的集体，在竞争中立于不败之地。4.利用各种合理的、能够利用的条件，创造、布置良好的店面环境，树立良好的商业形象，尽最大努力使顾客在布局合理、宽松、优美、整洁的环境中享受购物的乐趣。5.以“为您服务我最佳”为宗旨，在提高人员服务水平，加强服务意识教育的同时，注重员工、销售人员的言、谈、举止等综合素质的提高，更好的全心全意为顾客着想，减少投拆。6.重视安全保卫工作，防火、防盗，将危险隐患消灭在萌芽之中，杜绝因此给公司带来不必要的损失。7.创造良好的外围环境，协调好与政府部门的合作关系，以减少不必要的麻烦。快餐店经营管理1.加强商品进、销、存的管理，掌握规律，提高商品库存周转率，不积压商品，不断

6、货，使库房商品管理趋于科学化、合理化。2.明确全店销售目标，将销售任务细化、量化，落实到每个部门、品牌、人员，并进行相关的数据分析。3.在节假日上做文章，积极参与公司的各项促销活动，及店内的各项活动，充分做好宣传及布置的工作。4.抓好大宗、集团购买的接待工作，做好一人接待，全面协调，让顾客感到方便、快捷的服务。5.知已知彼，通过市场调研，分析总结存在的差距，及时调整，以顺应市场的发展变化，提高市场占有率。6.尽可能的降低成本，开源节流，以减少开支。快餐店案例分析快餐店中，快餐店服务员：“欢迎光临。”顾客：“我是预约七点的张先生。”服务员：“张先生，没有听说过呀，你什么时候预约的？”顾客：“上个

7、期二打过电话了，你查一下吧！服务员：“真奇怪，预约清单上没有哟！”顾客：“真的呀？那么随便哪个位置都可以。”服务员：“对不起，现在已经满座了您可以等一个小时吗？”顾客：“等那么长时间？好不容易预约了，又没有位子，你们真是没有责任心。”顾客快餐店预约的座位被安排给其他人时，肯定会使顾客很扫兴。所以服务员应答对方时必精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 2 页，共 7 页文档编码:CG5S10E9N3L1 HJ3U9R5P3R2 ZJ4L7J7S6N2文档编码:CG5S10E9N3L1 HJ3U9R5P3R2 ZJ4L7J7S6N2文档编码:CG5S10E9N3L1 H

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14、L1 HJ3U9R5P3R2 ZJ4L7J7S6N2文档编码:CG5S10E9N3L1 HJ3U9R5P3R2 ZJ4L7J7S6N2须更加注意，为了让顾客冷静，要考虑语言的懂用和表示诚意的方式，我们来看看下面的几个要点：不要使用有怀疑顾客意思的语盲：“没听过呀”、“真的吗”，这样的话言 顾客听起来觉得对方好像是在怀疑自己段有预约过。必须使用顾客能感觉自己被信任的请言。详细交谈，找出解决方法：听顾客说听取接受预约时的情况。中途不要插嘴，听顾客说完。“廖先生，也许是我们弄错了，您能告诉我您是什么时候预约的吗。”确认之舌再一起商量怎样解决比较好。能够等多长时间，能甭改一天，具体地听顾客的意见，之后

15、再详细地将处理方案告诉顾客，“如果您愿意等的话，我们在附近的咖啡店准备了位子，稍岳请癌们冉来，当然费用r 山我们来付”事后处理：为了避免快餐店纠纷的类事情再次发生，店长应该彻底调查原因。如果是因为服务员的疏忽，应对服务员进行教育。如果是快餐店里接受预约的某个环节的缺陷，就必须耐片进行修改。总之，应该把犯错当作提高服务水准的契机，及时纠正。快餐店店长培训课程概述一、明确快餐店店长的身份1.公司营业店的代表人2.营业额目标的实现者3.营业店的指挥者二、快餐店长应有的能力1.指导的能力2.教育的能力3.数据计算能力4.目标达成能力5.良好的判断力6.专业知识的能力7.营业店的经营能力8.管理人员和时

16、间的能力9.改善服务品质的能力10.自我训练的能力11.诚实和忠诚三、快餐店长不能有的品质1.越级汇报，自作主张（指突发性的问题）精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 3 页，共 7 页文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C

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22、N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 H

23、Y3O10C9E1C4 ZG9I5Z7P1L32.推卸责任，逃避责任3.私下批评公司，抱怨公司现状4.不设立目标，不相信自己和手下员工可以创造营业奇迹5.有功劳时，独自享受6.不擅长运用店员的长处，只看到店员的短处7.不愿训练手下，不愿手下员工超越自己8.对上级或公司，报喜不报忧专挑好听的讲9.不愿严格管理店面，只想做老好人四、店长的权限1.从业人员的管理2.缺货的管理3.损耗的管理损耗分为内部损耗和外部损耗内部损耗：（1）当店员发生下列情况时，店长应提高警觉，观察店员是否有损耗动机（2）快餐店店员误入歧途时，有几种表现（3）作业疏忽产生损耗外部损耗：（1）供货、搬运或勾结员工造成的损耗（2）

24、订货和验收不当造成的损耗（3）退货处理不当造成的损耗（4）商品被顾客偷窃的损耗（5）作业错误的损耗（6）抢劫而造成的损耗（7）意外事件造成的损耗4、收银的管理5、报表的管理6、卫生管理精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 4 页，共 7 页文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1

25、L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码

26、:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5

27、W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D

28、3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O

29、10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1

30、C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9

31、I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L37、促销的管理8、培训的管理对于新店员和不合格的店员必须进行培训A：训练的方式：（1）就职前训练：讲授、观摩、试做、见习、讨论、实做（2）就职后训练：指示、示范、研究、竞赛、总结、评分B：训练的项目：服装、仪容、礼仪正确的服务态度、服务心态沟通技巧正确的职业道德卫生的理解店面清洁各类工具的使用方法熟悉各种产品9、奖惩的管理10、目标的管理11、情报的管理A：密切注意四周同行店的动向B：同行店有什么产品畅销的，应及时汇报C：注意人流变化和四周居民的变化D：收集同行的各类信息（销售额、房租、薪资等）

32、E：收集顾客意见精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 5 页，共 7 页文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1

33、L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码

34、:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5

35、W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D

36、3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O

37、10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1

38、C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3（1）来店次数（2）从家里到本店有多少时间（3）光临本店的原因（4）

39、对本店产品的感觉和建议（5）对本店服务的感觉和建议（6）对本店不满的地方12、投诉的管理A：一般顾客投诉的项目B：处理顾客投诉的方法：13、突发事件的管理A：突发事件，店长应保持冷静B：以安全第一的原则，阻止事件的发展C：第一时间通知上级领导和有关部门D：尽店长职责，维护店面形象和公司的利益C：在力所能及的范围里，第一时间独立处理14、降低成本的管理成本分：（1）人员成本（2）营业成本15、安全的管理许多情况下，损耗是由于忽视安全而造成的A：店面安全：防火、防水、防风、防盗窃B：人员安全：防止店员因不必要的以外而受伤16、和总部的联系精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载

40、-第 6 页，共 7 页文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5

41、Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3

42、文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:C

43、K9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W1

44、0N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3

45、HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10

46、C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L317、店面设备的管理18、保密管理六、店长的自我检查1.开店前：2.开店中：3.关店七、店长的考核1.营业额完成情况2.营业额上升趋势3.店面服

47、务质量4.店面的清洁程度5.店员的精神状况6.营业损耗的降低7.对公司的忠诚度精品w o r d 学习资料 可编辑资料-精心整理-欢迎下载-第 7 页，共 7 页文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q

48、5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8

49、D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3

50、O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E1C4 ZG9I5Z7P1L3文档编码:CK9Q5W10N8D3 HY3O10C9E