Apparel Retail Industry Human Capital Summit Held
The eyes of managers should always be stared at the storefront, how to turn corruption into magic, so that every terminal shop will produce.
SUPER
Performance? They are all teaching us to do business, who will teach us how to do business, how to choose wood for good birds and how can employers find good ones?
In recent years,
Apparel retailing industry
With the rapid development of the marketing business system, the management foundation is weak, which is dominated by top management, team building, talent motivation, performance pay and so on.
Management and operation system
Short board has restricted the rapid development of enterprises and frequent management problems.
During the 2012 China International Clothing and Accessories Fair (CHIC), the China Apparel Association, the Chinese clothing distribution retailers Joint Conference Secretariat jointly launched the first "China apparel retail industry human capital summit forum".
Wang Zhuo, Secretary General of China Fashion Association, Yu Shaowen, President of manager magazine, and Xu Qin, founder partner and chief expert of Shing Gao Consulting Group, attended the forum and analyzed and discussed the prospect of human capital development in China's apparel retail industry.
The organizer of the forum, the China Apparel Association, the China clothing distribution retailer's joint conference, takes the annual sales cycle as the main body and establishes a regular and effective communication mechanism, including professional training and forum activities, with apparel distributors and retailers as the main body.
The problem of talent has become the core of the development of apparel retailer in recent years. The forum was specially organized to find a way of thinking and learning for Chinese clothing distribution retailers from the aspect of management and operation system construction.
The forum is the only consulting company in China that has been a long serving order for the service enterprises. It is also a company with unique insights in the field of "strategy, organization and human" management. It has been consulting for twelve years, and has worked with XTEP (China) for five years. It has deeply participated in the implementation of specific projects, such as strategic planning, organization building, performance pay system, team cohesion building, management of top management team, and improvement of agent company operation capability.
In the process of cooperation with a large number of excellent apparel industry customers, the textile and garment division of Sheng Gao Consulting Group, through actual cases, analyzes the causes and solutions of the problems, and concludes the actual combat courses. It is the first time to appear at the China clothing and apparel fair, and hopes to share the results of many years with customers in the apparel retail industry.
The outstanding feature of this forum is "actual combat". The forum invited the creative partner and chief expert of Sheng Gao Consulting Group, Xu Qin, to analyze the strategic direction of human resources in China's apparel industry in 2012, focusing on the management errors frequently encountered by managers in the management, and imparting the solution to the operation of human capital.
Focusing on the management of top management team, channel management, terminal store performance and personnel management in the clothing retail industry, the forum also invited Zhang Meng, director of strategic development center of XTEP (China), and senior retail expert Li Jing of Sheng Gao Consulting Group textile and clothing department to share with you. Through actual cases, the causes and solutions of problems were analyzed.
Having solved 2% of the top management problems, 98% of the management problems have been solved. As the core content of the forum, Li Xin, CEO of Sheng Gao Consulting Group, has discussed with the participants how to create a concentric, synchronous and synchronous top management team.
In 2011, the cooperation between China's clothing retail industry and headhunting companies became closer and more common. But how could the new paratroopers be able to use more effectively, and whether they could quickly integrate with the "old ministers" team, how to implement the new methods and ideas of parachute troops in the team meetings? Should the team meeting agree or contend with each other? For every parachute, every boss has different ideas. This forum specifically focuses on the topic salon, invites people in the industry to express their views and find solutions.
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