I'm a store manager at the spike.
Release time:
2020-08-14
I worked as a store manager in Jianfeng
■ Jianfeng Pharmacy Tong Yanran
I started to contact with the pharmaceutical industry in 2006 . I first worked as a salesperson in a pharmacy that was known as "Jinhua's largest" at that time, starting from a "Xiaobai" who only knew quick and contac, has been constantly learning and job-hopping in the pursuit of self-worth. 2015 6 After I got my license as a licensed pharmacist, I came to the big family of Peak Pharmacy. Thank you very much for the promotion and trust of the leaders, who made me, a new employee, the manager of Donglai Road Pharmacy in 2017 .
I just took over the drugstore. Without any management experience, I faced a series of problems: the transfer of shop assistants, the loss of old customers, the decline of hospital varieties and even the disconnection... What's more serious is that Donglai Road is the most densely populated drugstore in Jinhua City. Our counterparts on the left and right sides are all designated medical insurance stores, but we are not. Obviously, this will greatly reduce our competitiveness. These things add up to something that really bothered me. After the first month's report came out, sales and gross profit fell sharply year-on-year, and the salary that the clerk and I received was also pitifully small. At that time, what made me feel most uncomfortable was not my low income, but the low salary of the shop assistants. I felt very sorry for them. Although they didn't question me too much, I was really lost. I felt that I didn't deserve to be a shop manager. I wanted to give up many times!
Later, with the help of leaders and colleagues, some difficulties were gradually solved, and I gradually sank my heart. As the old saying goes, "when you come, you will be at ease." now that you have taken over the task, roll up your sleeves and work hard!
Although I have no network resources and no management experience, I think I have rich sales experience. As soon as I entered Donglai store, I felt that there were too few large health products in the store, and they were also located relatively far away from the drug area, so I readjusted the display of goods, put them on the side of tonic drugs, and increased the variety, which was more conducive to combined sales. I also teach the shop assistants which drugs can be matched with health care products such as Wei C and Wei B . I also often share some successful sales cases before. They are also willing to learn to use them. The sales volume and gross profit of the stores have gradually improved. Although the sales situation for the whole year was not ideal, the improvement in the fourth quarter and before was obvious, which gives us great confidence in the work of 2018 .
The scale of pharmacies is large and small, the location and surrounding environment are different, and the personality of the clerk is also different. As long as you can choose the right development model that suits you, it is the best. Our drugstore is small in scale, and it is even more necessary to train the clerk to be an "all-round king". The manager should be in a state of striving to be a "model worker", because many things can only be done well if the manager takes the lead. For example, in the POP production competition in a large pharmacy, for the first time I asked the shop assistants to make it. They all pushed it off on the grounds that they could not write well and watched other stores upload pictures one after another. I had to do it myself, unwilling to lag behind. A seemingly simple "June 1" poster, I practiced several times on waste paper before officially making it. I worked hard for almost an afternoon. Although the final effect was not perfect, it was also recognized by the clerk. Therefore, in the second production of POP , they practiced several times on waste paper like me, and finally completed three POP , two of which were independently completed by Chen Shuang, and the other was jointly completed by me and Xiao Teng. Although there is a gap with brother stores, I am most gratified that everyone has participated and paid. I think this is the "model" effect.
Looking back on my more than a year as a store manager, I feel that I have not done well in many aspects, but I firmly believe that at the peak, no matter what kind of job I am in, as long as I am willing to learn and work hard, there will be a day of shining!
More information
Daye Peak Opens "Standard Year"
After the 2019 overhaul ended in early March, Daye Jianfeng Cement Company immediately launched the "Standard Year" activity to carry out standardized rectification in view of a series of defects and problems in the daily management process. The goal of the "Standard Year" activity is to target specific issues that affect employees' work efficiency and safe and environmentally friendly production. Through the formulation of institutionalized work standards, further standardize employees' various operations, improve operational efficiency, and improve grassroots management execution, so as to achieve The purpose of improving the company's image, reducing costs, improving efficiency, and increasing benefits. In order to ensure the smooth progress of the activities, daye peak has set up a promotion team headed by general manager Zhang fengliang to be responsible for the overall promotion of the "standard year" activities, mainly including revising the activity plan, summarizing the standardized implementation standards of various departments, implementing the plan, supervising the implementation progress, evaluating the implementation effect, collecting suggestions and opinions in the implementation process, etc. Based on the foundation, aiming at the details and solving problems is a major feature of Daye peak's "standard year" activity. For example, the "Flange Sealing Operation Standard", which is currently being tried out, not only puts forward standardization requirements for such a "trivial matter" in equipment management as flange sealing, but also attaches "model" photos to make it clear to mechanics What should be done and what should be done. However, this "small standard" aims at three problems: leakage at the production site, extensive mechanic work and waste of materials. Once it becomes the behavior habit of employees, the hygiene and cost control at the production site are bound to be improved. It is understood that Daye peak "standard year" activities plan to continue for three years to promote, activities
2020
07-30
Shanghai North Carolina Jointly Builds Dongto Pharmaceutical Ecological Circle
News from our newspaper On the afternoon of March 26, the "2019 Dongzhi Pharmaceutical Industry Development Forum" co-sponsored by the Pharmaceutical Finance Circle and Shanghai Beika Pharmaceutical Technology Co., Ltd. was held in Dongzhi County, Anhui Province. More than 40 pharmaceutical industry entrepreneurs gathered together., To provide advice and suggestions for the future development of the pharmaceutical industry in Dongzhi County. At present, the pharmaceutical finance circle is an industry organization with certain influence in the field of biomedicine in China. It brings together high-end pharmaceutical industry elites and biomedical enterprises, and is committed to building a pharmaceutical industry ecosystem. With the concept of "co construction, co creation, win-win and sharing", it solves the common key problems of projects, capital and talents in the development of biomedicine, and forms a new ecology in the field of enterprise services. "2019 Dongzhi Pharmaceutical Industry Development Forum" is an important part of the "Anhui Business Investigation Tour" organized by Shanghai Beika and Pharmaceutical Finance Circle. On the morning of the 26th, the delegation visited New North Card Chemical, Zhongwang Pharmaceutical and other enterprises. Lou Xiaohua, executive deputy general manager of North Carolina Company, introduced the current development status of the company, the complete equipment and facilities and standardized management of the two companies, and the business philosophy of technological innovation as the core and "concentration, conscience, and anti-tumor leader" as its own responsibility. It was unanimously affirmed by the members of the delegation. Before the official start of the forum, Huang Jinlong, deputy general manager of the group company and general manager of Jianfeng Pharmaceutical, delivered a speech on behalf of Jianfeng Group, expressing gratitude to the county party committee and county government for the support of the "Dongzhi Pharmaceutical Development Forum" and to all the entrepreneurs who attended the meeting. Welcome, and give a brief introduction to why Jianfeng Group chose to invest in Dongzhi, and invite all colleagues to join in the development of Dongzhi medicine. In academic exchanges,
2020
07-31
Daye Peak Opens "Standard Year"
After the 2019 overhaul ended in early March, Daye Jianfeng Cement Company immediately launched the "Standard Year" activity to carry out standardized rectification in view of a series of defects and problems in the daily management process. The goal of the "Standard Year" activity is to target specific issues that affect employees' work efficiency and safe and environmentally friendly production. Through the formulation of institutionalized work standards, further standardize employees' various operations, improve operational efficiency, and improve grassroots management execution, so as to achieve The purpose of improving the company's image, reducing costs, improving efficiency, and increasing benefits. In order to ensure the smooth progress of the activities, daye peak has set up a promotion team headed by general manager Zhang fengliang to be responsible for the overall promotion of the "standard year" activities, mainly including revising the activity plan, summarizing the standardized implementation standards of various departments, implementing the plan, supervising the implementation progress, evaluating the implementation effect, collecting suggestions and opinions in the implementation process, etc. Based on the foundation, aiming at the details and solving problems is a major feature of Daye peak's "standard year" activity. For example, the "Flange Sealing Operation Standard", which is currently being tried out, not only puts forward standardization requirements for such a "trivial matter" in equipment management as flange sealing, but also attaches "model" photos to make it clear to mechanics What should be done and what should be done. However, this "small standard" aims at three problems: leakage at the production site, extensive mechanic work and waste of materials. Once it becomes the behavior habit of employees, the hygiene and cost control at the production site are bound to be improved. It is understood that Daye peak "standard year" activities plan to continue for three years to promote, activities
2020
07-31
Guizhou Huangping Cement Project Started
The expansion of the peak cement industry has taken substantial steps. A few days ago, the opening ceremony of the peak Guizhou Huangping cement project was held in Gulong Town, Huangping County. Huangping County is located in the southeast of Guizhou Province and the northwest of Qiandongnan Miao and Dong Autonomous Prefecture. It is rich in barite, limestone, gypsum, bauxite, mercury and other mineral resources. At the end of 2018, the board of directors of the group company passed the proposal to acquire all the shares of Guizhou Mingchuan company. After the acquisition is completed, Mingchuan Company will become a wholly-owned subsidiary of Jianfeng and will continue to invest about 0.65 billion yuan to build a new dry cement production line with a daily output of 4500 tons of cement clinker in an off-site technological transformation project (with waste heat power generation). On February 28, 2019, the Company and the former shareholders of Mingchuan completed the relevant asset transfer, equity transfer and industrial and commercial change registration procedures. Before the Spring Festival, the preparatory team with Hu Hongwei as the team leader and Lu Hongzheng as the deputy team leader has been stationed at the project site to carry out a series of preparatory work. The Huangping cement project is an important measure to strengthen the development of the company's main business according to the company's strategic policy of "strengthening the main business through cooperation and innovation, standardizing science and seeking development. The construction of the project will strictly follow the requirements of new industrialization, adopt advanced new dry-process rotary kiln production technology and industrial waste slag comprehensive utilization technology, which will not only bring economic and social benefits to the local area, but also further expand the scale of peak cement business. Become a new profit growth point of the company. Yu Jianhong, general manager of the group company, Huang Jinlong, deputy general manager, Zhu Jianwei, secretary of the board of directors, personnel of the preparation team of Huangping cement project, relevant leaders of Huangping County and Gulong Town, and person in charge of the project construction unit participated in the construction.
2020
07-31
Company fully deploys 2019 work
On January 28, the group company held a business analysis meeting to review and summarize the work situation in 2018, arrange and deploy the work for the new year, and put forward work requirements. At the meeting, various professional companies and directly affiliated enterprises made reports on the overall work situation in 2018, focusing on analyzing the existing problems and deficiencies, and proposing corresponding solutions and work plans for 2019. Xiang Chongping, deputy general manager of the group company, made a systematic review of the current human resources efficiency and human resources development of the company. Chen Tianci, chairman of the board of supervisors, made a report and analysis on the internal control, safety and environmental protection work in 2018. Lan Xiaolong, head of finance, analyzed the risks and challenges currently faced by the company according to the operating data and financial situation of its subordinate enterprises. The functional departments and offices of the headquarters also made a brief report on their annual work. Yu Jianhong, general manager of the group company, made a comprehensive review of the company's operation in 2018 and made a comparative analysis of the main economic indicators of each industrial sector. In 2018, the operating indicators of the company's various industrial sectors have improved significantly year-on-year, and the group company has also created the best operating performance in history. All units have completed the formulation of the second round of "three-year business plan", which points out the direction for the next three years of business work; the group company has also completed the first draft of the new "five-year strategic development plan", which is being revised and enriched. In addition, the two main businesses have also made substantial progress in investment expansion and industrial integration around strategic objectives, and the operating costs of major enterprises have decreased to varying degrees; the optimization of organizational structure and post setting has achieved new results, and management efficiency and people
2020
07-31
Company fully deploys 2019 work
On January 28, the group company held a business analysis meeting to review and summarize the work situation in 2018, arrange and deploy the work for the new year, and put forward work requirements. At the meeting, various professional companies and directly affiliated enterprises made reports on the overall work situation in 2018, focusing on analyzing the existing problems and deficiencies, and proposing corresponding solutions and work plans for 2019. Xiang Chongping, deputy general manager of the group company, made a systematic review of the current human resources efficiency and human resources development of the company. Chen Tianci, chairman of the board of supervisors, made a report and analysis on the internal control, safety and environmental protection work in 2018. Lan Xiaolong, head of finance, analyzed the risks and challenges currently faced by the company according to the operating data and financial situation of its subordinate enterprises. The functional departments and offices of the headquarters also made a brief report on their annual work. Yu Jianhong, general manager of the group company, made a comprehensive review of the company's operation in 2018 and made a comparative analysis of the main economic indicators of each industrial sector. In 2018, the operating indicators of the company's various industrial sectors have improved significantly year-on-year, and the group company has also created the best operating performance in history. All units have completed the formulation of the second round of "three-year business plan", which points out the direction for the next three years of business work; the group company has also completed the first draft of the new "five-year strategic development plan", which is being revised and enriched. In addition, the two main businesses have also made substantial progress in investment expansion and industrial integration around strategic objectives, and the operating costs of major enterprises have decreased to varying degrees; the optimization of organizational structure and post setting has achieved new results, and management efficiency and people
2020
07-30
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