How much does it cost to open a coffee shop and how much does it cost? What preparation does the store manager make in the early stage?

If you want to open a coffee shop, or if you want to run your shop well, you must first learn to do accounts. The cafe owner may not be able to make coffee, but he must be able to do accounts. Only through the most real data can you find out the real situation in your store and make salvage adjustments.

What is the material cost?

The so-called material cost mainly refers to the sum of the cost of materials that can produce benefits in the business process, such as the raw material cost of food and beverage production, the direct retail cost of goods, the cost of all kinds of packaging, and the cost of all kinds of cleaning products used in the store. If your monthly sales income is about 30000 yuan, and about 10000 yuan is spent on the material cost that generates this part of the income, then your material cost rate is 33.3% (10000 / 30000).

Material cost rate of coffee industry

In the coffee industry, the material cost rate should generally be controlled between 30% and 35%. If your cost is higher than this ratio, say 40% Murray 45%, then it will be very difficult for your business to be profitable. Generally speaking, the 1Gram3 of your turnover is your material cost, and the remaining 1Action3 is your labor cost, and the remaining part of your turnover is your profit after paying various expenses (such as rent, insurance, equipment maintenance, equipment depreciation, etc.).

Do you still think it's profitable to open a coffee shop?

Is it necessary to control the cost of materials?

First of all, you need to know your net material cost or idealized material cost over a certain period of time (usually in monthly terms). Second, you need to be able to calculate your real material cost during this period. Only after you really know your net material cost and the real material cost, can you know whether there is a material cost control problem in your business process by comparison.

Your goal should be to make your real material cost as close as possible to the ideal material cost, of course, you can never achieve the two values are exactly the same. If you do, then your business is perfect and no one can surpass, that is to say, there are no minor mistakes, no loss or waste in the business process. Trust me, it's completely impossible.

Error between actual material cost and net cost

Usually, the difference between the real material cost rate and the net cost rate is between 1% and 1.5%, which is within an acceptable range. If the turnover is 30000 yuan, if the deviation is 1.5%, it means that the cost of 300-450 yuan is caused by error, loss or waste, which is equivalent to wasting about 10-15 yuan a day.

Just looking at the numbers, this seems like a lot of money, but if you consider some accidental operational mistakes every day, or just some coffee powder spilled while making coffee every day, and some snacks that are out of date, you have no choice but to sell it at half price or simply let your employees eat it, or just throw it away, then 10 yuan is not a big sum. But if the difference between your actual material cost and your net material cost is about 3%, or even 4% or 5%, then you need to pay attention, because if the monthly cost loss reaches 1500 yuan, that is, nearly 50 yuan a day, this means that you may have some serious mistakes in your business, which you must correct or correct.

How to calculate the material cost?

To calculate the exact cost of materials, you first need to calculate the exact materials and costs of each product you sell. For those items that you buy directly and only retail, such as various coffee utensils, ready-made cakes, bottled drinks, etc., these are easier to calculate. For those items that you only buy raw materials and need to be further processed, it is more cumbersome to calculate.

Take Starbucks as an example to calculate the cost of a cup of coffee

Starbucks Hot drink:

Small 230ml about 8 ounces

About 12 ounces of medium 350ml

Large 479ml about 16 ounces

About 20 ounces of oversized 590ml

Take a 12-ounce medium cup of coffee as an example:

Double espresso

Coffee beans 60 yuan / pound / 40 cup single espresso = 1.5 yuan / serving espresso x double portions-3 yuan

milk

11 yuan for a box of Weiji milk, you can make 5 lattes, and each cup of coffee is 2.2 yuan.

Other accessories (including paper cup lid, napkin, paper tray, plastic bag, etc.)-1.3 yuan

Total raw materials-6.5 yuan

Calculate monthly net material cost

As long as you calculate the net material cost of the product you sell, you can calculate your monthly net material cost. You just need to multiply the sales volume by the corresponding net material cost, and then add it up. Now you have monthly net material costs, and if there are no mistakes and waste in your operations and operations, these materials will eventually form your sales. If you divide this net cost by your monthly sales income and the percentage is higher than 35%, the price of the product is too low and needs to be raised.

Now that you know the net cost of materials, you need to calculate the actual cost of materials in your actual business process. To calculate the actual cost of materials, you need to calculate the amount of supplies consumed in a month, which includes all the food you sell directly, raw materials, various paper cups, other consumables (including paper cup covers, napkins, paper trays, plastic bags, etc.), as well as all kinds of cleaning products, such as hand sanitizer, cleaning agent, coffee maker cleaning powder, etc. If your store also sells travel mugs, gadgets, music CD, T-shirts, etc., the cost of these items is also included. If some items are only partially used, then the proportion used can be calculated.

Calculate the total actual cost of consumables

Make a list of all the items used and classify them, beverage category, food category, and so on, supplies, paper cups, and so on. In this way, you can see not only the sum of the actual cost, but also the itemized cost of all kinds of items. If there is a problem with your total cost, then you can find out at a glance which part of the problem.

You multiply the number of different items by their unit prices, and then add them up, and you can easily get the total actual cost of the items consumed in your store.

To control the amount of supplies in the current month, you first need to keep a detailed record of all your new purchases this month. In order to keep a better record, you can set up a ledger and include the corresponding purchases in different columns. In this way, you can not only record the total amount of goods purchased, but also know at a glance the amount of different materials you buy. At the end of the month, you only need to add up the contents of different columns to get the total amount of new items purchased this month.

Finally, calculate the material cost rate.

With the details of the list and the details of the purchase list for the current month, you can easily calculate your actual material cost for that month, and then divided by your sales, you will get your material cost rate for the current month. the formula is as follows: previous balance + current purchase volume-final balance = material cost / sales = material cost rate.

By classifying, you will be very clear about the amount of each item, and then divide the used materials by the sales directly generated by these materials, and you will get the proportion of the cost of each item to the sales. if you add up all project costs and divide by sales, you will get your material cost rate for this month. Of all the items, the only materials that do not directly affect sales should be all kinds of cleaning materials.

By comparing the ideal material cost with the actual material cost, and then through the detailed list of materials, you can easily see the problems in your business process, and then you can make targeted corrections and adjustments.

However, is it certain that if you learn to do accounts, you can bring the dead back to life? Save the store from the plight or make sure the new store is prosperous? Make a lot of money?

Experience from the coffee curator

one

Not afraid of vulgarity, just afraid of the cold!

At the time of your opening, you should prepare all the publicity strategies, create a hot scene and start a free product tasting. Such activities can be to entertain their own friends, so entertain friends and make a popularity, the more sensational the opening, the better, not afraid of vulgarity, afraid of the cold!

two

I'd rather give a gift than give a discount!

Since your order is small, why do you want a discount? Isn't this even more about lowering your own unit price? What we need to do is to pick up the unit price and implement the strategy of killing one by one. To make a set meal, steak, salad, soup, coffee and dessert are listed at a price of 68 and 98, depending on your cost. The set meal must be super affordable, so that customers feel that they can regret it for three days without ordering the set meal. Since the guest came to your store today, it shows that he has already prepared to spend a certain amount of money, so take out his money with the most tempting thing.

three

The waiter is the point! The waiter is the point! The waiter is the point!

The waiter is the point! Business is bad, even if you lay off your wife, you can't let an excellent waiter leave. They are at the forefront of the battle. "Sir, did you order a cup of cabbage? Then you can take a look at our new afternoon tea set menu, which can be paired with a cheesecake with the Cabo you want, and the price is only 10 yuan more than your single order. "if it were me, I would never stand a sweet-looking girl." the girl with a gentle voice recommended it to me for 10 yuan. !

After eating the cake and coffee, the waiter will take the initiative to empty the plate and smile again. "would you like to order another ice cream, sir?" Our ice cream is imported from Italy, 25 yuan for three balls, you can also taste it with this beautiful sister "and hang a charming smile again." Grandma, 25, can also taste together, today is to go on a blind date, just to pick up this topic to tease. Buy! Look how important it is to be a lovely and excellent employee.

4 buy a set meal for Porsche!

Since we're already losing money, why not make it more meaningful? I work hard every day and think it's a tragedy to open a shop. Now that it's already tragic, do you care about more tragedies? Why not get to the bottom of it. Grandma's! Today, the whole beer is worth 1 yuan a bottle. Free tasting of new coffee! Buy a set meal for Porsche! Since it's an activity, let him give it a boost. To open a shop is to play. If you find a way to have fun, the customers will have a good time. All activities should be customer-based, and if you don't think it's worth it, who will come? Will you drink beer for 1 yuan? I will!

Summary

There is a good saying: money is always saved, but earned. Teach you to calculate costs, just to facilitate management, improve operations, in order to increase the profits of the store, mainly rely on open source, rather than cutting expenditure.

Finally, I would like to advise all of you who want to open a shop but have not yet opened a shop to buy a calculator and calculate the account carefully. Friends who have opened a shop, sum up their own business situation, think of ways to earn more money is the last word.

The manager is the soul of a store. In addition to being adept at in-store affairs, knowing the business strategy of opening a store, and being able to bring and manage people are all the skills that a good store manager needs. However, in the process of daily operation, some decision management processes should be paid special attention to. We have sorted out 8 common myths to remind operators to step on mines by mistake and to help store managers stand firm in the pace of store operation.

1. The fast exhibition store ≠ has an influx of money, be loyal to the brand value.

Excellent store managers will hope that their store performance will be red, open more branches, provide more diversified products, and meet different customer-oriented needs. However, if unrestrained expansion, it is possible to cause market positioning out of focus, blurring the painstakingly created brand image.

In 2008, Starbucks (Starbucks) fast exhibition stores, broke through the 9000 mark, in order to continue to increase the number of stores, stimulate revenue, not only do not care about store decoration, but also diversified operation, into the record entertainment, publishing industry and so on. When customers enter the store, they are confronted with stuffed toys that have nothing to do with coffee, the taste of cheese sandwiches comes from their nostrils, and the quality and taste of coffee gradually become inconsistent.

As a result of these changes, Starbucks has gradually lost loyal customers, which is also reflected in declining store attendance and profit figures, forcing founder Howard Schutz (Howard Schultz) to return to the pot to take over as chief executive.

The first thing he took over to transform Starbucks was to return to the existing market positioning of the brand, stop selling sandwiches, stop publishing branch turnover, let employees get rid of the shackles of performance, and once again turn their attention to coffee, customers, partners, and experiences. deepen customers' understanding of the brand and successfully save the brand image.

two。 It shows that ≠ teaches that people are not talking about it.

"I've taught it many times, but why can't I learn it? "this should be the sentiment of many store managers, thinking that they have tried their best to teach their staff, but have not received any real feedback. If the employee does not show the basic etiquette of advance and retreat, the store manager must reflect.

"explanation" is not equal to "teaching". The so-called teaching should be in line with the staff's ability to set the speed and progress of the explanation; it should also be demonstrated to the staff in person in order, and explain the meaning and importance of each step, so that the staff will not delete the steps on their own. Next, ask the other person to try to do it, and the instructor must watch to identify where the learner needs to improve or which link has gone wrong. In the final evaluation, don't criticize the employees for what they are not doing well, no matter how small the advantages are, praise them first, and then remind each other of the areas that must be improved.

3. Correcting mistakes and correcting ≠ angrily curses others, don't be an emotional store manager

There is another kind of store manager who is angry when he sees the inappropriate behavior of his employees, confuses "reprimand" with "anger" and yells at his employees. On the contrary, it will be self-defeating, and the employees who make mistakes will turn their grievances into dissatisfaction and change their attitude.

The store manager who knows how to swear will wait for his anger to subside before appearing in front of the staff. When scolding, only comment on the wrong words and deeds or failures, never say personal attacks that negate each other's personality or appearance, nor can you turn over the past and blur the focus.

It is necessary to clarify the cause of the error before there is a chance to correct it. You can communicate in both directions by asking questions: "what do you think you should do if you want to avoid the same mistake?" "guide the other party to find out how to improve it. In addition, we should also take into account the face of the staff, find a place to blame one-on-one in private, after scolding, but also timely appease each other: "I am sure you can do it!" "convey trust in employees.

4. The ≠ of other people's success can be completely copied, and we should learn from the experience of failure.

Whether it is a chain business or a competitive industry, it is necessary to learn from experience and lessons. For successful cases, you can refer to the practice, or by understanding the cases of failure, as a reference, do not repeat.

However, if the manager or group does not actually share or collect market information, it is possible to make the store make the same mistake. Most fast food brands have done a good job in entering the breakfast market, and Taco Bell, a fast food restaurant in the United States that specializes in Mexican food, also wants a piece of the pie, offering a spicy breakfast with the slogan "can wake you up." but unexpectedly, people didn't like heavy breakfasts and ended in failure.

It is worth mentioning that this is not the first time Taco Bell has tried to sell breakfast. not only did they not first figure out what the customer really wanted for breakfast, but they also did not remember the lessons of the past and offered spicy products to customers again.

And Taco Bell is the same as the American Yum Restaurant (Yum! KFC, a subsidiary of Brands, Inc), has launched a similar breakfast menu in the UK, and the market response has been muted. If Yum can use the advantages of the group to share the experience of its subsidiaries, so that people can learn from these experiences and modify their products, they may be able to achieve success earlier.

5. Own experience ≠ work rules, don't be a bossy store manager

A large proportion of the managers who can lead the store to achieve a prosperous performance belong to the type of "self-demanding". They will constantly think about how to make their work more efficient and what kind of marketing methods can be used to increase turnover.

However, once these previously outstanding employees are promoted to store managers, they have a fatal disadvantage: trying to project their self-values, likes and dislikes to the store management. Because they will keep thinking and figuring out what they think is a better way to work, and they will ask employees to run it right away.

Most stores have internal rules and codes of work, which are convenient on the one hand and reflect the business philosophy on the other. If the manager changes the mode of operation of the store without authorization, and even issues orders that run counter to the operating rules, the staff will be at a loss as to what to do.

A good store manager will not impose what he thinks is an easy way of working on his employees, and when giving instructions, he will not use "all the rules of work are written, just follow it!" "the tone of the command, but to use a reasonable tone to explain to employees the meaning of complying with the rules and codes of work, in order to motivate employees.

6. The formulation of SOP ≠ has no style and should provide stable quality of service.

Many store managers think that the formulation of SOP (standard operating process, Standard Operating Procedures) is the patent of chain enterprises, and a small store should not need to make a lot of trouble to formulate SOP. However, SOP has two meanings: standardize the work flow and style presentation (Style of Performance). "A store must have a standardized work flow before it can accurately present its own style proposition." "first clarify the brand concept, and then develop from the concept to a specific SOP, so that the brand concept will not be different because of different people.

Take Taiwan's own brand Cama Cafe as an example, they position themselves as "professional", "fresh" and "affinity"high-quality" coffee. These are difficult to quantify adjectives, and only through a clearly defined SOP can the brand concept be clearly conveyed to internal colleagues. They translate brand names into verbs: Carefully granted, A-ranked brewing, Mellow roasting and Anytime delivery, and list SOP in detail so that employees can understand why they have to do this during their homework, provide consistent customer service and make customers feel.

7. ≠ has a good working atmosphere and high customer satisfaction, and employees have to correct their mistakes.

Because of their attention to interpersonal relationships, some store managers do not want to be hated by their colleagues and will not be strictly reprimanded for their employees' mistakes. It is mentioned in "Why employees leave in a week" that the reason why the store manager should learn to "reprimand" employees is to find mistakes or loopholes in their colleagues' words, deeds or ways of thinking, as well as educational reminders or suggestions to make them better.

If you put workplace relationships before customer satisfaction and are unable to reprimand, then the discipline of the store will be loose and employees will think that "even if I am wrong, as long as I admit it at the right time, the manager will forgive me." For employees, this may be an easy and pleasant place to work, but for guests, it is an unpleasant shop.

A good store manager should stick to "giving priority to customer satisfaction". Even if it will be hated by colleagues, it should also create an environment for the store to be loved by customers. With this belief, not only will there be a benchmark when reprimanding employees, but when they are corrected, they will also know that they are working hard for the same goal.

Professional configuration, but can not make professional coffee

Many "boutique", "professional", in fact, are fake "professional", because many people only keep the best for themselves! As for consumers, who cares, they don't understand anyway.

Many people think that the specialty of the cafe is a lot of equipment, the machine is very large, the equipment is full, the service is very friendly, and it makes sense to talk about coffee. But the coffee he brewed is always not as wonderful as the coffee he said.

This major is an empty shell major. A profession built up with money. This major is most common in chain stores. The same stereotyped words are as old-fashioned as the coffee book that has been sold for 30 or 40 years.

This major is a major that only wants to make money, not a coffee major.

But who doesn't want to make money? don't you want to make money by opening a shop and doing business? But many people always regard opening a coffee shop as if they are living at home. As soon as the pots and pans are set up, they shout twice, and then they start to do it. And? Since it is a family, of course we should be ready to close the stall at any time!

The manager of a coffee shop told himself

In the first six months of opening the store, I tried to assume the position of store manager, and I more or less had a lot of basic understanding of the operation of a store. After that, it is more as a barista to observe the operation of the two stores and the work of the manager from the side. Also because of such an opportunity, I saw many problems that were easy to be overlooked during my previous tenure.

Most of the coffee shop managers I see are highly skilled people who can make a delightful cup of coffee and win the favor of many customers and owners, but know little about the financial situation of the store. I saw a picture like this at the beginning of my coffee training:

At that time, I probably just needed to pay attention to product quality and technical knowledge, but this picture was extremely impressive to me.

Now my understanding of it may be:

Barista: product quality, skills and knowledge

Boss: operating efficiency and financial status

Store manager: operating efficiency, financial status, product quality, skills and knowledge

Why do I say that the manager needs to cover these four sides?

Ex.: the store manager needs to improve operational efficiency and be familiar with the requirements and skills of the product.

The financial situation is nothing more than to increase revenue and reduce expenditure, which is also closely related to the coffee operation and the materials needed for production.

These four sides are more like the four sides of a barrel, which carries in-store profits. The lack of one side is not allowed, regardless of the order, the opportunity points in the store will certainly be reflected in the deficiency of these four sides of the manager.

Here are some qualities and skills that I think a store manager must possess:

Leadership-set the goal of a team, improve the overall team capacity, and lead by example.

1. Be able to keep calm in the event of an emergency and set a positive example for your partners.

two。 Be able to make some action plans (e. G. single product sales, cake sales) to achieve the goals and expectations given by the boss.

3. Be able to appoint competent staff to complete the work (tracking and guidance are essential in this link)

4. Constantly review the in-store environment and operating objectives, be able to understand the problems, find the corresponding opportunities, and provide training and guidance to the store partners.

Planning and execution-develop business plan for the team, manage and implement it, and be able to evaluate the results accordingly

1. Monitor and manage the staff establishment in the store, do a good job in partner career planning and talent recruitment, so as to meet and maintain the operational needs of the store.

two。 Can develop some handover communication tools, use judgment to regularly screen the communication information of the team in the store, and communicate clearly and clearly.

Business needs-understand the business needs of customers and the community where the store is located through customer feedback

1. Use ditch operation tools to make plans. (shift schedule, monthly operation report, quarterly operation review, inventory management)

two。 Use external resources to support in-store operations and implement regional and regional activities. (manpower reserve, marketing, owner activities)

3. Use some information tools (Wechat, Weibo, Dianping, customer complaint messages) to analyze store performance trends and existing problems.

Staff development / team building-provide guidance, feedback and development opportunities for small partners to build an efficient team

1. Understand the partner's motivation, needs and concerns, establish and maintain a positive relationship with the in-store team

two。 Ensure that partners are law-abiding and aware of operational requirements

3. Set an example and constantly improve your coffee skills and share them in a timely manner.

4. Encourage and motivate team members to achieve performance goals.

5. Use and demonstrate management and practice to create a working environment of mutual respect

Among the above requirements, there will be more or less the shadow of Starbucks management, but through some practice and observation, I think these points are essential for the store manager.

The most basic requirements and professional quality of the coffee shop manager

1, the representative of the company's business store, from the moment you become the store manager, you are no longer an ordinary employee, you represent the overall image of the company, you are the representative of the company's business store, you must stand on the standpoint of the company and strengthen the management. to achieve the goal of operating efficiency of the company.

2. The implementer of the turnover target the storefront you manage must be profitable to prove your value, and in the process of achieving the goal, your management and setting an example will be extremely important, so, 50% of the turnover target depends on the excellent performance of your individual.

3. The commander of a small business store is also a collective, and there must be a commander, that is, you, you should not only give full play to your talents, but also bear the responsibility of directing other employees-- to help every employee give full play to his talents. you must influence your employees with your actions and thoughts, rather than letting them influence your judgment and thinking.

A coffee shop manager prepared in advance.

You can start with the quality service, training, store image and so on.

Coffee shop plan must be based on the actual situation, to consider coordination and cooperation with other departments. Can be specifically implemented and implemented. To run a coffee shop well, the manager makes the following seven plans every month:

(1) turnover plan. That is, the goal in terms of turnover, that is, the business target that the coffee shop should achieve within a certain date (in months). This goal should be determined according to different times, seasons, market conditions, the turnover achieved in the past and the business strategy, direction, marketing plan and price situation adopted in the future.

(2) Commodity plan. That is, in order to achieve the above operating income plan to determine how much revenue each product should achieve, and then formulate which products to re-launch.

(3) purchase plan. According to the above-mentioned commodity plan, in order to make effective use of procurement funds and achieve a balance in the composition of goods, the actual procurement must be arranged according to the set type and quantity of goods.

(4) sales promotion plan. The coffee shop is open on a designated basis. But we can't wait for the guests to come. We must adopt the method of active promotion and take the initiative to think about how to attract customers to come to the store. Therefore, we must increase the intensity of advertising, publicity can be achieved by using posters, flyers, mail letters and other media, in addition, we can also use friendship books, greeting cards, greeting phone calls and other ways to strengthen contact with customers. It is also possible to choose a good time to hold some promotional conferences, exhibitions, receptions and so on.

(5) Human resources planning. In order to achieve the set business goals, the store manager must make a good human resources plan, including recruitment, selection, training, assessment and other personnel plans. To achieve the suitability of things and people, that is, "the right person in the right position", give full play to the role of people, and constantly improve the comprehensive quality of all personnel.

(6) funding plan. The distribution of operating funds is the key work of management. Usually, the operating expenses of the whole coffee shop can be divided into personnel expenses (salary, meals, bonuses, etc.), administrative expenses (taxes, management fees, etc.), equipment expenses (repairs, rent, etc.), maintenance expenses (utilities, consumables, miscellaneous expenses, etc.). It can also be divided into fixed cost and variable cost according to its nature.

(7) Financial plan. The manager of the coffee shop should have a complete plan for the income and expenditure of the funds, so that the funds can be allocated and used reasonably, and the management and control can be strengthened according to the income and expenditure statement.

The specific job of a coffee shop manager:

1. Understand the business policy of the brand and implement the sales strategy according to the characteristics and style of the brand.

2. Abide by the regulations of the company, carry out the instructions of the superior, and complete the tasks assigned by the company.

3. Be responsible for managing the daily work of the coffee shop, supervise and assess the performance of the waiters, reflect the staff dynamics in time, and train the service staff.

4. Responsible for the accuracy of inventory, account book production and handover.

5. Responsible for the replenishment and display of goods in the store.

6. Assist the supervisor to deal with and improve the operation of the coffee shop.

7. Assist the supervisor to communicate and coordinate with the shopping mall.

8. Provide public relations promotion activities of surrounding brands on a regular basis as required.

9. Know the sales situation of the competitors around you, register and provide daily in-store traffic information.

10. Stimulate the staff's enthusiasm for work and adjust the warm atmosphere of the coffee shop.

The focus of the store manager's work:

As a responsible store manager, we should pay attention to the details of our daily work. Store operation is usually divided into three periods.

Before business:

1. Go ahead, turn on the electrical appliances and lighting equipment.

2. Lead the shop assistant to clean the store.

3. Hold a morning meeting:

① company policy and the day's business activities of the announcement and communication.

② the day before yesterday's business situation analysis, performance review.

③ trains new employees and exchanges successful work skills.

④ stimulates enthusiasm for work and morale of employees.

4. Count the petty cash.

5. Check the business report of the day before yesterday and send the company.

In business:

1. Check the appearance of the waiter, tidy up the work clothes and wear the work card.

2. The manager of the coffee shop needs to supervise the cashier's work and grasp the sales situation.

3. Control electrical appliances and speaker equipment.

4. Prepare wrapping paper and bags for use at any time.

5. Keep the coffee shop and warehouse clean and tidy.

6. timely change the display of window products, and the display of goods on sale.

7. Pay attention to people acting suspiciously to prevent the loss of goods and accidents.

8. Take the initiative to help customers solve problems in the process of consumption in a timely manner.

9. Collect market information and do sales analysis.

10. Sort out the company documents and notices, and make preparations for the promotion before and after the end of the promotion.

After business:

1. Check the accounts and goods and fill in the business report for the day.

2. Check the business expenses and keep them properly. Keep the petty cash.

3. Check whether the electrical equipment is turned off. Put an end to fire hazards.

4. The store checks whether the doors and windows are closed. Is there anyone else in the store?

Personnel:

1. Have the right to participate in the primary selection for the recruitment and employment of business personnel

2. Have the right to reward and punish employees.

3. Have the right to dismiss employees who do not meet the requirements of the company or perform badly.

4. Have the right to put forward opinions on transfer, promotion, demotion and dismissal according to employee performance.

5. Have the right to check and evaluate the daily work performance of employees.

6. Have the right to rule on emergencies in the store.

In terms of goods:

1. Have the right to make comments and suggestions on the distribution of the company.

2. Have the right to reject goods with quality problems.

3. Have the right to decide the distribution of goods in the store.

Photo: the manager of a coffee shop in England

So,

The mission of the store manager

There is a long way to go!