1987年秋,正当湘潭市千里鞋店举步艰难之际,经民主选举,正处而立之年的肖明辉,成了这家营业面积仅120平方米,职工仅14人,年销售额仅84万元的小商店的“小掌柜”。上任伊始,肖明辉坚定而有效地实施了她的务实经营策略:“砍掉百货杂类,专营鞋业;提高商品质量,广集名优新特产品;改革分配方案,职工工资奖金与销售额挂钩,实行百元销售含量工资。努力实 In the autumn of 1987, just as the chaos shoes in Xiangtan city struggled, the democratically elected Xiao Minghui became the only one with an area of ​​120 square meters and only 14 workers and annual sales of only 840,000 yuan Small shop “dispensers.” At the beginning of his tenure, Xiao Minghui firmly and effectively implemented her pragmatic business strategy: "cut off department stores, the franchise footwear industry; improve product quality, brand new specialty products; reforms and distribution programs, employee wages and bonuses linked to sales, 100 yuan sales content wage. Efforts