Training is actually an upgrade of employees' knowledge. Although the storefront is a small environment, it is a big world facing consumers. Training must focus on all products and services in the mall. You can first divide the store categories, analyze the pain points that each brand category brings to consumers and the problems that need to be faced at present, and then cut in.

Because different categories of goods have different attributes and experience processes, it is necessary to make targeted learning plans for each category.

For example, the goal of makeup training is to make employees create facial makeup for customers in direct proportion to or higher than customers' expectations. The basic theory is the specific makeup steps and the understanding that makeup products show different characteristics and makeup effects through makeup. Because make-up itself and make-up tools have formed a good joint sale, it can also be guided in the training process.

2. Make evaluation a habit.

In the process of training, employees should participate in practical operation, share their own experience and conduct assessment, such as assessing theoretical knowledge and practical skills once a week, so as to make assessment a habit of employee training.

It is best to combine the category knowledge learned in one week with other categories for comprehensive assessment, and at the same time, different assessment standards can be formulated for different categories, such as: makeup can assess the number of makeup tries and the number of sales sets, and skin care can assess the number of nurses and the number of sales sets.

In addition, Peng Yun also believes that the assessment results should not just go through the motions, and stores should take substantive measures, such as linking the assessment results with personnel promotion, to fully mobilize the enthusiasm of employees.