How to improve the execution of drugstore stores

According to my own management experience, I think there may be the following three reasons:

First, the system itself does not conform to the actual management of pharmacies. The management of pharmacies is a dynamic process, and the system is also improved and perfected in the process of continuous development. For those "outdated systems" that are no longer suitable for the development of pharmacies, pharmacies must have a mechanism of "breaking the old and establishing the new" in system construction, constantly improving and perfecting the system and fully serving the management.

Second, the manager did not make unremitting efforts and was anticlimactic. Pharmacy management, the established system is not implemented, the system will become a dead letter. Just like a paper tiger, it may fool people for the first time, but after a long time, everyone thinks that this "tiger" didn't bite, so it slowly turns a blind eye.

Third, the store manager can't teach by example, and the power is greater than the system. The "top leaders" of many enterprises have the habit of being above the system, and the bureaucratic style is more serious: I can do whatever I want, and even change constantly. For example, not every store manager can cash in the sales reward or year-end dividend system of pharmacies at the end of the year, which greatly reduces employees' confidence in the system.

It is precisely because pharmacies "don't reward and don't punish, do well and do badly, and do like a dog" that the pharmacy system finally loses its execution, which is caused by the lack of leadership and management art of the company.

Generally speaking, teams without execution usually behave as follows:

1. scale: during the implementation of the pharmacy decision-making plan, the standard is gradually reduced or even completely out of shape;

2. Speed: The pharmacy plan is often delayed or even lost in the implementation process;

3. Strength: During the implementation of some systems formulated by pharmacies, the strength is getting smaller and smaller, and a lot of work is anticlimactic and ineffective.

Solution:

As we all know, execution is the key to the success or failure of an enterprise. It is difficult for pharmacies lacking execution to achieve management results from internal management, and it is the "number one killer" in the construction of pharmacy team consciousness. So, how to strengthen the execution of pharmacies? This requires managers to do the following three things:

First of all, we should establish a standardized management system. In the management activities of pharmacies, only by establishing a scientific and standardized system can they be recognized and implemented by the clerk. Every pharmacy has its own different actual situation, and even the best system cannot be completely copied or never changed, but must be constantly improved in work practice. Only by standardizing the system can the overall planning not deviate from the established development track of the pharmacy, and the clerk can standardize the behavior according to the requirements of the system, thus achieving the purpose of mobilizing the enthusiasm of the pharmacy staff.

Second, use the system to unify the execution of employees and organizations. In the operation of pharmacies, execution is not simply realized by individuals, but by organizations. Therefore, the performance of execution must form a balanced and unified relationship between individuals and organizations, and neither the strength of organizations nor the value of individuals can be ignored because of overemphasis on individual execution, which requires pharmacies to establish a fair, just and open incentive mechanism to stimulate individual execution.

Third, establish an accountability system, so that managers at all levels bear the responsibility of implementation. The key to the lack of execution of pharmacies is the unequal rights and obligations of managers, and the phenomenon of "more work and less pay" is still widespread. Therefore, as a store manager, we must let our management team bear the corresponding management responsibilities and rights, pay equal attention to harvest and pay, and achieve "rewarding diligence and punishing laziness, rewarding excellence and punishing inferiority". Only in this way can we mobilize the enthusiasm of employees to the maximum extent, urge them to perform their duties actively, and finally improve the execution of pharmacies.

Therefore, if a pharmacy wants to establish a good execution, it can be summarized as the following formula: improving the execution of stores = scientific system+excellent execution team. The two are mutually conditional and indispensable.