Chen Li Shi: Clothing Store Display Determines The Life Of Clothing.

The window economy, the posters, the terms of clothing often appear in our ears, but perhaps most people do not know that the clothing on these fixed models or posters, thus derives a career -- Chen Li Shi.

Of course, the exhibition area, the color and the overall planning of the shop are the responsibilities of Chen.

Stop and stop, stop and see, visit the store and check whether the clothing display in the store is in line with the brand's style and location. This is 25 years old.

One of the routine works.

To do shopping as a career, I believe many young children are very excited.

In ordinary times, it seems that relaxing shopping is actually accumulating in secret, and the time when the company pushes new products is Zhang Xiaojing's time to make efforts.

At that time, the whole department's collective overtime was a common sight.

From the design department, all the clothes of the season are moved to the display department, and one piece is tried on and photographed on the plastic model.

"The premise is that we have a thorough understanding of this season's products and grasp the individuality of each garment before we can integrate into our own thoughts and display.

"

After several times, the exhibition department will produce a copy.

Handbook for store salesmen.

"The main job of our company's staff engaged in display is to inject vitality into clothes, so that the static clothing designed by clothing designers can survive in our work."

Zhang Xiaojing, who specializes in fashion design and marketing, is now signed by mus.

Specifically, her work is to match the colors and styles of the garments, and display them in the store to attract customers and achieve the goal of improving the sales performance of the company.

In Zhang Xiaojing's words, Chen Li is a man who wears clothes on plastic models and plays with colors and matches.

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As a matter of fact, a large number of big customers competing with each other can bring huge profits to the business, or almost no profit.

Some of those unprofitable customers are early adopters of technology and require large numbers of customer follow-up services to support them. This often reduces corporate profits.

But such customers are very important for the market development of enterprises. Enterprises should make a lot of fuss about such customers, and there is still potential for profit.

Another type of customer is the "complainer", while the "complainer" is only a "stumbling block" for the profit growth of enterprises. Enterprises can consider "pforming" such customers, providing support for "complainants", making them profitable, and if they fail to pform them, they will abandon them.

First of all, we need to study the customers of the enterprises to see which customers can bring profits to the enterprises. For those who can not bring profits, we must distinguish the specific situations and handle them properly.

Secondly, we should study the purchasing channels of enterprises, and the high cost of ordering enterprises will surely erode profits. Many enterprises can not raise the profit level for this reason.

Third, we should study the sales channels of enterprises. Some of the sales channels are low or even losing money. However, the profit level of some sales channels is very high, for example, the gross profit margin of telephone sales is higher.

Fourth, we should also study the products of enterprises. The gross profit rate of products with high turnover rate is often higher than that of low turnover products, and the gross profit margin of these two products is higher than the gross margin of special orders without inventory. Without knowing these differences, we will not know which products will have a huge and far-reaching impact on the net profit of enterprises.

Finally, we will find that enterprises actually have more than 30% to 40% of the overall profit margin.

These changes can be achieved only through some changes in the current business mix, and these changes can be implemented quickly, with less capital investment and lower cost.

Most enterprises are concerned about profits, but few companies have set up a profit management process to manage their profits systematically in their daily operations.

Enterprises need a set of profit management processes. The executive team needs to develop a profit management plan, and heads of departments are involved in the implementation of the important components of the plan and closely follow up.

However, even if every person in charge can complete the profit index, the profits of the enterprise will still be lower than expected.

This is because most enterprises do not have special personnel to manage the relationship among departments, so as to enhance the profit level of enterprises and promote their full potential.

Although the profit index of a certain department has been realized, it may cause adverse effects to other departments or enterprises, which will affect the profit level of enterprises.

For example, the sales department has made brilliant achievements, completed the profit index this month, but brought a lot of additional costs to the production department. The production department also pferred the adverse differences to the enterprises with the internal pfer price, and finally the profits of the enterprises decreased.

How to make profit management? Here is a simple way to build a "profit plane management mode", which is a very useful way to coordinate business processes across multiple functional departments.

There are three key elements:

1, profit map.

It can quickly analyze the profit rate of customers, products and orders, and do not spend too much time building a cost system based on business activities. The profit analysis is not based on the accuracy of analysis, but rather finds out which businesses will fall into a loss ocean and which business is a profit Island soaring above the sea.

2, profit leverage.

The important profit leverage is to pform "bad" customers into "good" customers and bring profits to enterprises.

3, profit management process.

To prioritize profit growth opportunities, which practices are most conducive to profit growth? If a department has completed profit targets, how can they cooperate with other departments to achieve profit targets and jointly improve profits? Who should play the leading role? These problems are clear, and the level of profit management has gone up to a higher level.