Li Kailuo: Strengthening The "Shop Supremacy" Of Clothing Channel Control

In traditional

However, the Japanese brand "UNIQLO", which has a strong momentum of development, is in the opposite direction.

In its "ABC (AllBetterChange) reform", the store operation mode has been pformed into a store operation mode which emphasizes "single store response and proactive".

Each terminal store is given full autonomy. It aims to create the most efficient inventory through the "shop order" mode.

Every month, headquarters uses chart software to send the next month's style messages to store managers.

There are about 200 pieces of clothing, 5 sizes and 10 colors each quarter, with 10000 pieces of information.

Every month, or even every week, the store manager revise the plan according to his own judgment and give feedback to the headquarters. After the headquarters is summed up, the production plan, stock plan and distribution plan are established.

In addition, the shopkeeper who runs the chapter is trained to be a star store manager who can analyze POS information and make decisions. The POS data and inventory data are analyzed by software to make it simple and easy to understand, so as to provide reference for each store manager.

Headquarters will decide the bonus amount according to the gross profit margin, gross profit margin, inventory rate and profit margin of each branch, and the maximum annual income gap between the store managers can reach two times.

The practice of UNIQLO's "elevation" shop has activated the activity of stores, and the reverse construction of "shop supremacy" is worth studying.

Shop response capacity increased significantly

In the traditional channel control mode, the formulation of the goods plan and the production orders are completed by the staff of the relevant departments of the headquarters according to their own analysis and past experience.

In such a mode, shops still keep feedbacks to headquarters, but because of their passive state, their feedback ability has been limited.

For example, the sales report can clearly reflect the sale or unsalable situation of a particular item, but to the extent that the number of codes is not uniform or the color is monotonous, the sales volume of a certain product is not good enough, the statement can not be truly reflected.

Goods are distributed at headquarters. A sales season or a stage of orders is long gone. Some goods are broken or color is monotonous. This is the case for the whole season or stage. Shops sometimes reflect the situation, but in most cases, they feel powerless, and they numb over time.

In addition, the passive position of store makes store managers and salesmen do not need or have the ability to conduct in-depth analysis of sales data. They also have no responsibility and initiative to deeply consider the structure of goods in shops, at most reflect the approximate sales situation.

Based on such thinking inertia, shops' feedback ability is greatly limited.

Shop feedback capacity is not strong, headquarters on consumer demand and fashion trend is not easy to grasp, it can not be more accurate, more detailed underground orders, for a long time, resulting in excessive inventory is inevitable.

On the contrary, if "elevating" the status of shops, like UNIQLO, giving shops full autonomy, the responsiveness of shops will greatly improve.

The store has the right to order, and the income of the shop assistants, especially the store managers, is not only linked to sales performance, gross profit margin, gross profit margin, inventory rate, profit rate and so on, which makes the shop manager not only consider the promotion of sales performance, but also consider the rationality of inventory and product mix, so that the store manager will have to gather more customer feedback information, analyze the sales data more deeply, and the response of the store to the market will be more detailed, more precise and faster.

According to this reaction, it is more efficient and accurate to revise the product plan and place orders.

Of course, in view of the comprehensive level of the store manager, it seems unrealistic for them to have strong data analysis capability at once. But headquarters can help the store manager to improve their analytical ability by software, and can also provide the shop manager with reference to the analysis report.

For those non franchising chain stores, single store shops, especially shops that the shopkeepers are willing to act as (in fact), seem to play a similar role.

However, considering that this situation is rare, the brand relationship between the franchisee and the headquarters can not be truly "shop top", and the feedback responsibility and feedback intention of the store will be greatly restricted.

Therefore, this is quite different from the "shop supremacy" in the direct camp system.

Strengthen rather than weaken control.

"Shop first" approach seems to weaken the control of the shop on the surface, but it is not.

The ownership, personnel and financial rights of the shop have not changed. Only in this way, the activity of the shop has been released, and the function of the shop has been brought into full play.

In the past, it was often said that the terminal was king. In fact, only the importance of market occupation was taken seriously. The status of "pawn" in the shop made its proper role not be reflected.

The "lifting" shop is actually another kind of terminal.

Giving the shop autonomy is like being able to get rid of the shackles of the boxer's fist, making the fist more flexible, more accurate, more stable, more responsive and physically coordinated, and at the same time indicating that the body has stronger control over the fist.

This is exactly what Lao Tzu thinks of "the desire to be compatible with it, but to consolidate it."

It is one-sided that we must firmly control objects under supervision.

"Shop supremacy" is easier said than done, and it will change several inherent ideas to really start.

The traditional store manager is a salesperson who has outstanding sales performance than other salesmen. In general, they are in a low position in the enterprise, giving them the whole store's business and even letting them have the right to order the shop. This is unthinkable.

But in the new mode, the manager must be repositioned.

To break the old concept of promotion from the shop assistants, since he has delegated the management power of the shop to him, he must have the ability of qualified shopkeepers. Such a store manager needs a careful assignment of headquarters.

In the past, store owners' income was mainly linked to sales performance, and their total income level was generally lower than that of headquarters managers.

In the new mode, the store's income is linked to the operation efficiency and efficiency of the store, so its income can be very high or even exceed that of the headquarters managers. This level of income can attract higher level people to perform their duties.

In addition, the headquarters distribution is changed to shop order. The original product planning structure, process and concept will be fundamentally changed. The store manager will be more involved in product planning instead of the designer and the marketing manager.

Due to the "store first", each store must be independent accounting, which will increase the workload of headquarters, and rely on advanced management software.

In terms of hardware, the improvement of POS system and the application of network management system are all necessary.

Headquarters, such as supervision, publicity, promotion and other departments in the new mode of shop coordination, collaboration, shop responsibility system, salary calculation methods and so on, must change accordingly.