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Establishing standardization to promote the steady development of pizza kiln industry


For example, how to recruit people? How to retain talents. How to cultivate new people. How to receive customers? How to negotiate with customers. How to do after-sales? How to price products? How to make employees' salaries … The pizza kiln industry hopes to be trained to handle these achievements.

In fact, the pizza kiln industry has the ability to handle these achievements by itself, such as many young employees and battle-hardened store managers. Their experience and actual combat experience are very rich, and their knowledge is enough to solve these achievements. But the reality is not the case. Why?

Most bathroom terminal masters are not good at training. They are short of piecemeal ideas, not good at organizing the knowledge stored in their heads, and lack of training planning, talking about what comes to mind, and talking about what they see. These fragmented knowledge will only make employees more confused and confused. This tells us that everything should be regulated.

In the pizza kiln industry, there is a common scene: each shopping guide receives customers in different ways, and the transaction depends entirely on group charm; After new employees join the company, there is no training at all. Most of them bring new ones with the old ones, and different old employees bring out different new employees. There is no standard not only for receiving customers, but also for new employees, activities and after-sales ... Different people will have different consequences for the same thing.

All this stems from the lack of standardization.

If we want to improve further and become bigger and stronger in the future, we must set up various task specifications. With the norm, it has increased the time for everyone to repeat tasks in a certain sense. For example, "how to receive customers", the boss is considering it, and the business manager is also considering it. The two discriminators have made different arrangements for their respective teams, but they are not the opposite, which is prone to contradictions and infighting. Because there is no consistent specification. Two people can always think about the same achievement, and the content they think out can be different each time, and the deployment is different each time. Therefore, as long as the norms are established, higher task efficiency and lower communication cost can be achieved between departments and colleagues.

Many systems are not perfect and cause trouble, which is also a manifestation of the lack of norms. The specifications are not limited to the sales scope, but the operation and management are different. The establishment of norms, to a certain extent, is also improving the fundamental system of local storefronts. Because there are many similar norms and systems, for example, the dress etiquette achievement in customer reception is actually the uniform work service system required by the administration.

The establishment of standardization is actually to cultivate excellent habits of employees from time to time. The standard requirement must be an absolutely better or more suitable task way. It can be a transaction routine, an experience summed up by future generations, and a tool to help get rid of bad habits. Standardization is also a shortcut, which can quickly lead everyone to the right path and prevent detours.

The establishment and implementation of standardization is a good training process. Employees are actually mastering the idea of norms and the process of implementation when they bear the norms and implement them. Gradually, they know how to analyze and deal with achievements. Implementing standardization is a good silent training.

Standardization should also be an important task for managers. Managers should always think about standardization, and standardize all tasks as much as possible, so as to make tasks clear, and make practitioners have clear directions and clear thoughts.

If you want to lose another big promotion, you can't just add investment, expand the team, broaden the channels, etc. Because of the addition of manpower, material resources and financial resources, the previous successful experience can't be copied. Therefore, it will have little effect, or it will bring greater restriction. Why do ceramic shops have fewer chains? The reason is the serious lack of standardization. This tells us that only by establishing norms early can we walk fast and steadily during the expansion.

After the baptism of production capacity, brand reshuffle and industry transformation, perhaps the lack of standardization will become the biggest obstacle to the development of kitchen and bathroom industry.