Shoe Business Hundred Store Chain Allocation Management Plan

The essence of the chain store allocation management is to improve the effective commodity resource allocation of the stores, because the allocation instructions are based on marketing tactics, and the allocation of resources without tactical intent is a waste of resources, and the cumbersome deployment will destroy the elaborate marketing tactics.

Shop supply flow chart

Rapid response to store demand is the shoe lifeblood chain of shoemaking chain stores. Over the years, the tracking results of the business decision making process for enterprises showed that only 30% of the stores sold well and broke the code, which was caused by untimely detection (lack of professional analytical tools), and 50% was caused by slow deployment of the backstage allocation. Some stores' replenishment applications had to be processed for 3-5 weeks in the background area. In fact, the company's fault from B to C was not the most serious. Therefore, the most critical solution to the commodity allocation management is the standardization work of A to B.

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The commodity commissioners in the area should take the responsibility of reducing the sale of goods and selling them out of stores, failing to sell goods for a long time.

From a management point of view, it is far from enough to instil a sense of responsibility. It is necessary to customize a state monitoring tool for professional commodities, and accurately tell the management team how the product is now in a quantitative way, so there will be pfer instructions for maximizing the profit of goods pferred according to the consumption characteristics and profit demands of different stores.

The core of store allocation management is merchandise dynamic grading management. The following is an introduction to the commodity allocation tool system.

First, commodity dynamic grading tool.

The commodity commissioners in each business district should take the responsibility of reducing the sale of goods and selling them out of stores, failing to sell goods for a long time.

From a management point of view, it is far from enough to instil a sense of responsibility. It is necessary to customize a state monitoring tool for professional commodities, and accurately tell the management team how the product is now in a quantitative way, so there will be pfer instructions for maximizing the profit of goods pferred according to the consumption characteristics and profit demands of different stores.

Dynamic conversion diagram of merchantable goods grade

The core of store allocation management is merchandise dynamic grading management. The following is an introduction to the commodity allocation tool system.

The saleable level of a commodity in each area can be described by five marketable grades, from the most popular star to the hard selling problem. This division shows the importance of a single item to the store.

The same level of goods in each store is not the same, and the overall marketability of a commodity in a single area is changing every day. A flat sale will become a best seller through team promotion, but if consumers do not like it, it will become a slow-moving fund and face the outcome of being reduced or off shelves.

Therefore, it is necessary to use dynamic perspective to see the level of sale of each commodity in each store in the area. The dynamic management technology of goods solves the complex product + store + area monitoring process. The recommended dynamic grading management tool is a "PivotTable data source". Under normal circumstances, commodity commissioners need to update the data source every day. It contains the digital information of all store stores in each area (partly collected from ERP, partly collected from stores) and the current value of KPI index. The perspective of stock controller on this data source will lead to many allocation decisions of key analysis services.

There are three components of dynamic classification: commodity KPI management index, commodity marketing attribute and dynamic grade classification standard.

1, store goods six major KPI management indicators: all goods in the area should be included in the collection scope of this data source.

First, the sale of a commodity in a single area is not smooth. First of all, it depends on whether or not 100% of the shop is sold. If so, it depends on whether each shop is displayed in the specified block, and whether it has been sold in every store. If half of the shops are not sold, then we must ask the reason, because the code is broken, there is little stock, or we need to reduce the price.

Such a logical navigation process provides a complete way of thinking deduction for analyzing the unsalable products, and stores statistics on single color (the best plan is single size) with big data. The six rate index data become the main basis for the management of commodity allocation.

2, store marketing attribute qualitative modeling: footwear chain stores use marketing attributes to determine a single promotion strategy.

The establishment of commodity marketing attributes has improved the understanding of goods in the sales promotion tactical application of stores. If a commodity appears in the list of unsalable funds, the management team should use the data of the marketing attribute model to analyze whether the library age is too long, has passed the season, or sells goods on a sale basis.

3, commodity dynamic classification standard: use KPI index to carry out ABC classification.

Two, how to establish a dynamic commodity monitoring system.

With the dynamic information of commodities, we can manage the merchandise allocation scientifically. Here are two good management experiences.

1, the area to establish a single commodity "store time monitoring and management"

Store time is used to distinguish the time when goods are sold in stores. A commodity will be counted in the monitoring tool from the first day of the store. Every 10 days we call it a "T". The same commodity sells 10 pairs of shoes in two stores, but the A store is 1T at the shop time, and the B shop is 3T, so that the sales rate of the B shop is slower than that of A.

The sales cycle of some fashionable leather shoes is usually set to 4-5T. In such a short time, the store must complete the strict monitoring time and quantity growth trend. The store time management is the most important technical requirement. The commodity Commissioner needs to use EXCEL or ERP software to complete the monitoring and sampling work.

2, the area to establish a single color commodity "size quality monitoring and management"

Size is used to distinguish the difficulty of the promotion of goods in stores. "Broken code" means that the number is sold from the middle, and the full code refers to the number not broken.

Suppose that the size of a coloured commodity is 5 when it comes to the cabinet. Only 2 sizes are left in the current inventory. At this time, the uniform code rate is 40%. Of course, the rate of breaking code is 60%. No matter which two ratios are used, it means that the size is less than 100%.

Now, with the above information, you can answer the following questions: how are the two same prices at the same time and the same category of men's shoes?

Our tactical judgement on the first commodity can be: normal promotion, purchase order, pricing buyout, no discount, shop booking.

Our tactical judgement on the second commodities can be eliminated: catalogue, no recharge, return to factory, no discount, and store shelves.

Therefore, in the background, we should establish "dynamic grading management of commodities" and track every commodity with quantitative KPI index. From the first day of listing and sales promotion, we will carry out strict data tracking and text information feedback evaluation, and start from selling the first pair to the last pair, and monitor it all the time, and the resulting big data and information will eventually be used for allocation decision control.

Without the tools and advanced management ideas of the above system, there will be a phenomenon of a store selling products to a hot selling item in a certain area.

This behavior should not be blamed on the manager, because a management team in a district should learn to balance the individual interests for the overall interests. This requires the management team in the area to clearly control the distribution quantity of the best selling commodities and the selling commodities in the sub network.