Be the best store manager

Chapter 2 Preface
10 years ago, when I first came into contact with retail and chain operations, every time I went to the company for meetings and faced with sales tasks, the dealers always lamented the fierce competition, the difficulty of recruiting talents, the difficulty of doing business in stores, and the arrival of the era of meager profits. Today, 10 years later, the business difficulties I heard seem to be the same as in the past, but the degree of attention is not the same. It seems that the era of meager profits has come. The calculations are accurate to "thousands". Today is a little better, and many are finally accurate to "hundreds".Seriously speaking, in my opinion, the real fine-grained operation of most stores in China is far from beginning. In addition to store CI, unified promotion plan, price and policy, many stores really affect the quality of operation and transaction rate. The “soft” standard is far from being established, so there will be different franchise stores of the same brand in the same city, and employees’ introductions to the brand history are not the same. Some employees say “Our brand originated in France”, and some say “ Our brand originates from Germany”………The lack of uniform soft standards leads to the flourishing of old stores, the inability to copy new stores, the slow speed of talent training, and the prevalence of empiricism. Enterprises have to focus on advertising, promotions and channels if they want to improve their brand image and drive terminal performance. Incentives, salary incentives, etc. spend a lot of money.

The standardized operation of stores is not a bunch of documents at the conceptual level, but requires practical operation.The so-called replication actually requires a set of standardized measures that can cover all operations of a single store operation and management.The core of chain operation is scale effect, and its ideal state is actually "ten thousand stores are like one store".During the internal training and consulting process of the enterprise, the author often sees a variety of situations in various stores. The differences in hardware may be unavoidable, but the vast differences in software will cause the company's due profits to be lost for no reason... See Here is the account:
假设某个专卖店有10个营业员，每个营业员每天接待顾客20人，计有200人。30％（60）有明确购买意向的顾客提出“怎么这么贵”或者“能不能便宜一点”的异议；30％（60）随机过来看看的顾客提出“我就随便看看”的问题；40％（80）的顾客有意向未动心的顾客提出“产品质量会不会有问题”、“感觉怪怪的”等问题。

Customer question: "Why is it so expensive" or "Can it be cheaper"

The clerk replied: "You get what you pay for", "Our products are branded products", "It depends on the quality!"

Sales effect: 60 people, 40% of customers lost 24 people

Customer Question: "I'll Just Take a Look"

The clerk replied: "Okay then, welcome to come again if necessary"

Sales effect: 60 people basically lost 60 people

Customer question: "Is there any problem with product quality" or "It feels weird"

The clerk replied: "That's how it is", "I think it's pretty good"

Sales effect: 80 people, 40% lost 32 people

116 customers may be lost every day because of personalized, wrong answers!3480 sales opportunities are lost every month!And how many of the remaining 2520 customers can be left for real transactions?

If the store staff can answer correctly, they will have the opportunity to win the second round of sales, as follows:
Customer question: "Why is it so expensive" or "Can it be cheaper"

The clerk replied: "If you look at the price alone, it really makes people feel this way, but the reason why our product price is slightly higher is because our quality has a little advantage over our peers..."

Sales effect: 40% churn, 24 more orders out of 3 people

Customer Question: "I'll Just Take a Look"

The clerk replied: "It doesn't matter, just shop around. It can help you to read more and learn more. It's just that you didn't like this product just because..."

Sales effect: basic loss, 60 people made 4 more orders

Customer question: "Is there any problem with product quality" or "It feels weird"

The clerk replied: "Everyone's taste is different, what do you feel is not satisfied?"

Sales effect: 40% lost, 32 people made 3 more orders

If the store personnel can answer correctly, they will strive for the second round of sales opportunities. Based on the most conservative calculation, they can strive for 10% more business. Each salesperson can make 1 more business per day, and each store can do 300 more per month. Single business!100 yuan per product, 30000 yuan a month, 36 yuan a year, 500 stores across the country, 1.8 million yuan a year!
It is indeed worth thinking about that a wrong sentence can cause such a large loss, but this is a real problem. How simple it is for one person to make an extra business a day!

When it comes to store management, anyone who has worked in a retail store can tell you something. There are thousands of ways to improve store performance. Today this expert came to tell the store manager to have an innovative spirit. Command ability, next month the expert will come to the store manager to explain how to get along with the boss, and the next quarter the expert will come to talk about how to cultivate employees... It seems that every ability we can think of is what the store manager needs, absorb more Naturally it is good. I was puzzled before, but later I figured out that these professional abilities are actually for the store manager to manage the store well, but how will the store open early?How will the evening go?How to make a customer phone call?How to manage promotional materials?What kind of preparatory work should the store manager do before the new product launch?How to decompose the daily performance into key actions, how to do the store business process... These are the fundamentals of a good store. If you can do these trivial things to the extreme, the store performance will naturally improve. This is what a gold medal store manager should learn It is the ultimate magic weapon to improve performance in an all-round way, but there are very few such courses.

After several years of training, consulting, and learning from customers, I feel more and more that the strategy has real meaning only when it is implemented in the terminal. Only complete routines can be used for reference, which is also my original intention of writing this book.If some viewpoints and cases in this book can make you pay a little attention to the standardized operation of specialty stores, it will be a great encouragement to me.

(End of this chapter)