Yesterday, I gave eight questions about retail store operation, and some friends gave their own answers (see the last comment above). Some can still read the point, but most of them just see the appearance and have no insight. Understanding these phenomena is the key first step.

Don't underestimate these cases, these things happen all the time in our store, and turning a blind eye is dereliction of duty. Thousands of miles away, retail operation is a process of wits and wits between headquarters and stores from a certain angle. Shops always try their best to take advantage of the company system to maximize their own interests.

① A specialty store can achieve the sales target every month, and the completion rate is between 100%- 1 10%.

Fact:

I can achieve my goal every month with good performance. But almost every month, it seems that there is an invisible big hand controlling the sales rhythm.

Insight:

1, the goal is set low, giving the store room for operation. In one case, the annual target is set low, resulting in a lower monthly decomposition target. Moreover, the monthly goals of many companies must be faithful to the annual goals and cannot be modified at all. Another situation is that the monthly target is not flexible enough. Obviously, you can accomplish more, but in order to conform to the company's "rules", you can only set it lower. There is a lack of balance between flexibility and seriousness of goals. The annual goal must emphasize seriousness, while the monthly goal can be a little more flexible.

2. Explain that there is still room for improvement in sales;

3. Both the store manager and the goal maker have problems: it may be that the strategy of goal setting is low, or that the goal maker and the store manager have some relationship or something else. There is also a problem with the auditors after the goal is set, which does not play a role in inspection;

4. The salary system may not be conducive to upward sales. For example, if the bonus between 100- 120% is 1000 yuan, and the bonus between 120- 1500% is 1500, the manager will find a balance in this performance appraisal.

All the above situations can be attributed to the failure of sales tracking. Whether the goal is low or there is something wrong with performance appraisal, it can be made up by sales tracking. The store manager has tracked it in place, and the store naturally dares not expect it. Remember: pursue sales first, then analyze.

Danger:

The biggest harm is that you can't maximize sales, and you can't maximize the motivation of stores to chase sales. In addition, it will also lead to disharmony between stores. No matter whether the goal is high or low, every store manager has an account psychologically. Not saying it doesn't mean it's okay.

Scheme:

1, sort out the goal setting process.

2. Re-set monthly or annual goals.

3. Increase the strength, methods and means of sales tracking.

4. Evaluate the performance evaluation system.

(2) A clothing store's sales declined in different degrees in the last few days of each month.

Fact:

The fact is that daily sales are declining. Of course, sometimes absolute sales may not necessarily decline (because of the influence of weekends, promotions and other factors). It is best to look at the daily weighted sales value (this method is introduced in my book Data Management: Insight into Retail and E-commerce Operation), or you can directly generate this value by purchasing my retail store sales tracking | forecasting | analysis template. My WeChat homepage has a purchase link).

For example, a store sells 25,000 yuan every day from June 22 to 26 and 30,000 yuan every day from June 27 to 30. The absolute sales in recent days seem to be rising, but the weighted sales are actually declining, because the 27th and 28th are weekends, which are the sales peaks for traditional retailers (the opposite is true for traditional e-commerce).

Step on the brakes at the end of the month. From the data point of view, this is a typical trend chart:

Insight:

1. It may be that there is something wrong with the scheduling in recent days, or that there is something wrong with the novelty and display of goods, or that the employees are lax.

The store is stepping on the brakes these days. The reason for stepping on the brakes may be that the monthly goal has been or is close to completion, or there is no hope of completing this month's goal. ......

This store is transferring sales and keeping the sales for next month. The common practice is not to enter the sales in recent days into the system, and some shops will even return the orders that have been entered into the system to the beginning of next month in order to achieve the purpose of transferring sales.

4. There is something wrong with sales tracking, and the manager failed to track the abnormal state of the store from the data. Many grass-roots sales managers only chase numbers and don't care about sales.

Danger:

Including out-of-control store management, which is not conducive to maximizing sales. The sales data is confusing and can't reflect the real sales situation. I once analyzed the monthly sales of a clothing enterprise, and found that stepping on the brakes at the end of the month and relaxing at the beginning of the month can affect the monthly sales by about 2%.

Scheme:

1. Formulate the penalty system for transferring sales.

2, strengthen sales supervision, try to put an end to this kind of behavior, pay close attention to the return rate. Once found, please "drink tea" for those who are light, and punish those who are heavy. The supervisor and the supervising regional manager also need to have tea together.

3. Establish a month-end sales tracking system, with special personnel for data analysis and special personnel for tracking. It's not just the manager's problem to step on the brakes. Sometimes we have to prevent the regional manager from stepping on the brakes. After all, they all have the same interests, so we need someone or a system to track them.

In the last few days of each month, 80% of the sales in the store are basically concentrated on two shop assistants.

Fact:

There are *** 10 clerks in the store, and each clerk has the same goal, but the sales at the end of the month are mainly concentrated on two clerks. The data shows that the month-end sales data of this 10 employee is abnormal. In fact, every employee's sales are normal, but by the end of the month, the other eight employees have entered their sales orders into the company's POS system with the names of two colleagues.

Insight:

1, this is the phenomenon of "spelling orders" that often appears in shops. It was originally your own sales, but it was deliberately "counted" into other people's performance.

2. The purpose of spelling a single order is to maximize the performance bonus, which often appears in some companies that make commissions step by step. In the case, eight other people "contributed" their own sales, so that the other two people got the highest proportion of bonuses, and then everyone divided the bonuses according to the actual sales.

3. There is also a problem with sales tracking, the manager has a problem (he has the leadership responsibility, and he is acquiescing or even leading this matter), and the manager at the next higher level has a problem (this problem was not discovered and stopped in time).

Danger:

1. When the performance appraisal fails, the company's performance appraisal becomes a pure digital game.

2. The labor cost has increased. In this way, employees realize the maximization of income, but enterprises pay more performance costs.

3. It is not conducive to maximizing sales. Everyone is not "rushing" sales, but "fighting" sales.

4. The sales data is not true, so the ability of store employees cannot be reflected from the sales data.

Scheme:

1. Strengthen supervision and establish a punishment system.

2, modify the simple individual performance appraisal rules, join the team assessment content.

3, training sales managers, sales tracking, sales monitoring and other capabilities, using data to speak.

(4) At the beginning of the month, the customer return rate of a certain store was relatively high.

Fact:

The high rate of return at the beginning of the month indicates that other times are relatively normal. Normally, there is no such regulation for the return of goods by customers (except for special promotion activities), which is obviously abnormal, and it is likely to be a reconciliation behavior after the bill is swiped.

Insight:

1. At the end of last month, in order to achieve the goal, there was a situation of inflated sales (such as empty orders entering the machine, employees buying them themselves, and so on). In order to balance the accounts, these inflated sales must be returned this month.

2. "Smart" store managers generally don't choose to return goods centrally at the beginning of the month, but return them in a period of time, so that the data will look better.

Danger:

1, the performance appraisal is invalid, and brushing the list is an act that harms others and does not benefit others.

2. The sales data is untrue.

Scheme:

1. Monitor the return rate at any time.

2. Develop a return process. Some companies stipulate that the return of goods must be at least verbally agreed by the superior.

3. Make a surprise inventory at the end of the month. It should be noted that some stores will hide "inflated sales" goods. ?

The monthly return rate of one store is several times higher than that of other stores.

Fact:

One situation is that the return rate of this store is indeed higher than that of other stores. Another situation is data fraud, which uses returns to achieve personal goals. In any case, it is higher than other stores in data. Next, I will mainly elaborate on the abnormal situation.

Insight:

1, unreasonable distribution of goods in stores and different consumer groups may lead to higher return rate. This is a relatively normal situation.

2. Employees use returns to earn the price difference before and after product promotion. For example, today, the original price of a commodity is 20% off, and some employees will return the original order containing the commodity, and then enter it into the system according to the promotion price, and the difference in the middle will be owned by the clerk. Of course, in order to achieve this action, you must first choose those orders paid in cash (because some stores stipulate that credit cards must be returned).

3. The first two are to use the time difference between the original price and the promotion to earn the difference, and sometimes the store will use the time difference between the promotion and the original price to earn the difference in reverse. During the promotion period, choose those products that are easy to sell and "pay the bill" in advance, that is, buy them yourself, and then sell them to the customers who are buying them at the regular price after the promotion (if they can't sell them, they can return them to the company). In this case, there will be no return, but the clerk needs to solve the problem of giving the customer the original shopping receipt (this is confidential, so don't spoil it, so as not to teach you bad). Of course, if the customer returns the goods by himself, it may be exposed, so it is often the shop organization that cheats collectively.

Danger:

1, the biggest harm is the failure of performance appraisal. In the previous case, the clerk could only make small money, but this time the return can make big money. If the income of store employees through this price difference is much higher than the performance income, the performance appraisal will be useless.

2, target management failure, the clerk will not take the target seriously, as long as it will not be fired.

3. The sales data is confusing and not objective.

Scheme:

1. Monitor the return rate at all times, and it is best to count the return rate every day. Pay special attention to the return of those promotional items.

2. Formulate the return process and establish the return early warning mechanism.

3. Conduct a surprise inventory of suspicious shops.

⑥ The manager and eight employees of a certain store have been stable for two years, and they have not left their jobs or started new jobs.

Fact:

The facts are clear. The employees are stable and feel United. In fact, they are a group.

Insights and hazards:

The retail industry needs passion, employees need frequent PK, and excessive stability is actually not good. The harm is that employees are easy to be lazy, have no sense of crisis, and lack vitality and competitiveness. So it is not conducive to the maximization of sales.

Scheme:

1. Find out the shortcomings (low completion rate or thorns) among the eight shop assistants through data analysis, and transfer or dismiss this shop assistant.

2. Add a catfish employee to our store to activate this team (I don't know how to use Baidu catfish effect).

For the store manager, you can choose to keep it or transfer it from our store. ?

⑦ 42% of the sales of a clothing store in October151-June came from the consumption of five VIP cards.

Fact:

Sales are too concentrated. Obviously, 42% of the sales are not from real member customers, and all five membership cards are in the hands of the store itself. The membership cards of general retail enterprises have discount and integral functions. I once asked a manager with this phenomenon, and her answer to me was quite official:

Manager: Some customers think our clothes are expensive, so our store has a public card to help customers get a discount and let them buy them. The advantage is that the transaction rate of the store is improved, thus increasing the sales volume of the store.

This answer is watertight and is considered from the standpoint of the company. Really?

Insight:

1. The clerk earns points with the membership card and redeems gifts for his own use at the end of the year.

2. The clerk uses the discount function of the membership card to earn the difference. That is, the original price is sold to customers, and the discounted membership price is entered into the system.

3. Explain that the business operation manager doesn't care about member sales, otherwise this situation will not be found.

4. The store has been set an unreasonable membership contribution rate index, and the manager can only achieve this goal in this way.

Danger:

1, employees are not enthusiastic about expanding new members and customers, which leads to the problem of sales growth.

2. The performance appraisal is invalid. If the income from earning the price difference is greater than the performance income, the performance appraisal will be useless.

3. The data of member customers are distorted, and these data need to be eliminated before analyzing the member data.

4. It is unfair to real member customers, because non-members can actually enjoy the treatment of members (if the manager really just wants to give profits to customers).

Scheme:

1. Track the shops with abnormal membership contribution rate to find out whether there is abnormal consumption of membership cards (abnormal consumption frequency).

2. Cancel the abnormal membership card regularly. Some companies will call customers with abnormal cards to confirm, which is not a good idea. The "smart" store manager will leave the mobile phone number of someone he is familiar with.

3. Fired the clerk who earned the difference.

Today, the number of new membership cards opened this year is twice that of last year, but the contribution rate of member sales is declining.

Fact:

These two indicators are generally more important indicators for companies that implement the membership card system. The growth data of new membership cards is quite good, and the ability of shops to promote membership cards is worthy of recognition. The decline in sales contribution rate shows that the quality of members is worrying.

Insight:

1. The quality of the membership card is declining. Some enterprises have card opening indicators, and bonuses will be deducted if the store fails to complete. Therefore, the "smart" store manager will open his own card at will, and there will be true and false membership cards.

2. There is a problem with member maintenance. After the card was opened, the member was not maintained, and it was returned to the store to buy again.

3. There is a serious loss of members, the loss rate increases, and the total number of valid membership cards decreases. If you open more cards, if the members don't come back, the consumption will be equal to 0.

Danger:

1. There will be problems in promoting sales through members.

2. The loss of effective member assets will seriously affect the membership card system itself.

3. Fake membership cards will distort the membership data.

Scheme:

1. Set reasonable card opening indicators for store members.

2. Strengthen member marketing and increase the repurchase rate of members.

3. Pay attention to the data of member turnover rate and rectify the shops with high turnover rate.

4. Strengthen the data analysis of members.

The above is what Bian Xiao shared for you about understanding these eight cases. You are also an expert in retail analysis. For more information, you can pay attention to the global ivy and share more dry goods.