《我的回忆录》5.12~门店运营，不是靠努力，而是靠结构~

时间来到了2016年，在经历了人员流失和运营波动之后，我开始意识到：门店不能只靠“人撑”，必须开始建立基本的管理结构。于是，我开始亲自接触几个核心员工，希望先稳住团队，同时逐步把门店运营“理顺”。我做的第一件事，是把原本模糊的管理，变成清晰的规则：

-员工守则：明确着装、店内行为及现金管理规范

-培训机制：新员工必须完成培训后才能上岗

-员工考核：引入销售表现及客户反馈作为基础评估

-排班管理：开始合理安排工时与休假，并设定明确的通知机制

-退换货流程：建立标准流程，减少随意处理带来的问题

这些事情看起来都很基础，甚至当时我也觉得——“是不是有点太‘正式’了，对小店来说没必要？”但真正执行之后，我才发现一件很重要的事：如果这些基础不理顺，门店每天都会在“低效和混乱”中消耗你。而你作为负责人，也会被困在琐碎问题里，根本没有时间去处理真正关键的事情。

🌟 从那一刻开始，我才慢慢意识到：门店运营，不是靠努力，而是靠结构。

🌟 而之后，结构需要执行，执行需要监督，持续性的监督才能最终完善结构，最后你的结构将成为支撑整个公司运作的基石，这才是完美商业管理闭环！

这些道理其实我当时并没有完全想明白，是在不断踩坑中慢慢意识到的”.团队开始稳定了一点，门店不再那么混乱，我唯一的感觉就是麻烦不会一个一个来，通常是几个一起出现。。。而我当时并没有意识到，另一个问题，并不在门店，而在我当初签下的那份租约。。。（未完待续）

《Memoir Series》5.12~ Store operations are not driven by effort, but by structure ~

By 2016, after going through staff turnover and operational instability, I began to realise something important: A store cannot rely on people simply“holding things together” — it needs a basic management structure. So I started working closely with a few key team members, hoping to stabilise the team while gradually bringing order back to store operations.

The first thing I did was turn vague, informal management into clear rules:

-Staff guidelines: defining dress code, in-store behaviour, and cash handling standards

-Training system: requiring new staff to complete training before starting

-Performance evaluation: introducing sales performance and customer feedback as key metrics

-Scheduling management: organising working hours and holidays more fairly, with clear notice requirements

-Returns & exchanges process: setting standard procedures to reduce inconsistent handling

At the time, these all seemed very basic. I even questioned myself: “Is this too formal for such a small store? Is it really necessary?”But once implemented, I realised something critical: If these fundamentals are not in place, the store will drain you daily through inefficiency and chaos.

And as the owner, you end up trapped in operational details, with no time left to focus on what truly matters. From that moment on, I gradually came to understand: 

🌟 Store operations are not driven by effort — they are driven by structure. 

🌟 And beyond that: Structure needs execution, Execution needs supervision, Consistent supervision is what ultimately refines the structure. In the end, a well-structured and refined system will become the foundation that supports the entire business. —This forms a complete business management closed loop. 

The truth is, I didn’t fully understand all of this at the time. These lessons came from making mistakes — and learning through them. Gradually, the team became a bit more stable, and the store was no longer as chaotic.

But one thing I clearly remember is this: In reality, challenges don’t arrive one by one — they tend to hit all at once, often catching you completely off guard. 

And back then, I hadn’t yet realised that the an other problem wasn’t inside the store…It was the lease I had signed at the very beginning.

(To be continued)