Archive for March, 2011


All You Need To Know About The Discounter

This article will explain what a discounter, and what the main difference from other stores and hypermarkets. The first thing I want to note – this is not the latest achievement in marketing, management and economists. The first discounters emerged in the 60's of last century and evolved very rapidly. Outstanding representative of a "hard" option discounter – German Aldi. This is a very successful shop with branches represented in many countries: the whole of Europe, America and Australia. The main points that reduce the price of a product: mark-up on goods is 12% profit – just 2% more than the store itself is like a warehouse – low ceilings and dim lighting, which also saves; products are not for the beautiful shelves and in boxes on shelves – in the form in which received from the manufacturer, the store can pay by credit card or check, because scanners will affect the cost of production, the store has baskets, so you can pick up and cart, but for a nominal amount is refunded when you return the trolley. This is done to ensure that trucks are not stolen and not left in the parking lot and returned to the place – store does not hire people to collect them, the number of employees in the entire store – 10-12 people. And the manager can along with porters to unload the goods, and in the rush hour comes to the cashier. The salary of employees is 30% higher than in similar locations in the industry and is considered a good option; store absolutely do not spend money on advertising.

Energy Productivity

If a person feels emotionally discomfort, then sooner or later he will leave the company. If it still persists, then its productivity will be very far from that to which he is really capable of. After all, the energy of staff directed to work, does not depend only on wages, it largely depends on how he feels. It should be noted that the difference in employee productivity often has no relation to their knowledge and skills. All based on their emotional state and performance depends on how they feel doing it. It's simple: if a person wants to work well – it works. If you do not want – he is not trying to work and not uses its full potential. The problem of motivation is just in the fact that people wanted to work well.

And alone, financial incentives are not enough. Practice shows that financial incentives very well motivate some time. But sooner or later, an employee there is a need to be proud of their work, there is a need for recognition of his contributions from management and colleagues and so on and so like. In other words, there will be a need for emotional motivator. And if he does not get the desired, then its productivity will inevitably decline.

Emotional discomfort inevitably leads to a reduction productivity. The employee simply does not see the point of working in full force. In extreme cases, such discomfort can cause frank sabotage and the loss of a valuable employee for the company.