Store Management Needs To Pay Attention To Commodity Structure

What do you think of your store products? What do you want to see from other people's stores?

The general shopkeeper look at the goods of their own stores, most of them look out of stock or look at them.

Whether it meets the requirements.

Looking at other people's stores is mostly to see if the price of others is cheaper than mine or to see what new products others have, and I do not.

This is usually the result of the so-called market research, requiring relevant departments to introduce new products or lower the price.

The shopkeeper seldom seriously analyzes: is the commodity that others are more than me is what I really need? Or is my commodity more than others, is it unnecessary? Or what commodity do I lack, others have?

I think the structure of commodities depends on the width and depth of categories.

The width of a category refers to the price band width of the category.

That is, the difference between the highest price and the lowest price of a single product.

Price band interval = (single item highest price single product lowest price) 10

The width of category is too wide, which means that the price band interval is greater than the lowest price of category goods.

At this time, we must eliminate the highest or lowest price goods until the price band width is lower than the lowest price.

The category width is too narrow, which means that the price band interval is lower than the lowest price of this commodity, but the price band width value is too low, resulting in too many blank intervals.

At this point, we have to consider importing the most expensive commodities or the most expensive ones.

Commodities should be broadened with price bands.

With the width determined, we can study the depth of category.

The depth of category refers to the number of commodities in different price bands.

It includes: brand, specification, packaging, function and so on.

We usually use the golden section "28 principles" and "Shuangfeng chart" structure theory to study the category depth, that is, in each price band interval, how many commodities we run is reasonable.

At this point, we can see the commodity structure of benchmarking stores and competitors' stores. There is a clear purpose. We can find the commodities that we need in price in other stores, and collect effective commodity information, find reasonable supply channels and import commodities.

Similarly, we can also study the reproducibility of goods in different price ranges, and eliminate the corresponding products according to the sales performance of each single product.

If possible, we can also study the category width and depth of the competitors' stores, find out the advantages and disadvantages of the competitors in different price bands, avoid the disadvantages, and attack our opponent's weaknesses with our superior products.