Martha's recruitment

The sharp weapon of differentiated competition in department stores-Zhenglu Consulting In recent years, with the improvement of consumption level, shopping malls, especially department stores, have developed rapidly and the number has soared, but they are generally faced with the phenomenon of convergence of goods, prices, shopping environment and service level. The products of service types are more and more similar, and Maybelline can only be seen in any shopping mall. Product convergence, no difference in price, similar shopping environment and no obvious difference in service level. In this case, what direction does the mall go? At present, most department stores in China implement a joint venture model, which takes goods through brand dealers and agents and associates with tenants. The pressure of commodity management is basically borne by department stores and commodity brands, and price war has become the main means to attract customers in most shopping malls. Today, the operating costs are getting higher and higher, and the demand for differentiated competition is increasing. The joint venture model has been unable to bring higher space for the gross profit margin of China department stores. In contrast, self-management is a completely different strategy. By buying out goods, operating independently and creating their own brands, we can reduce all kinds of agency links, reduce costs, improve product differentiation and meet the individual needs of consumers. Increasing the proportion of self-operated goods in the future is the general trend of the industry. The orientation of department store's self-operated business is "feature+supplement", which is an important means to build product differentiation and enhance brand image. In developed areas such as Europe and America, most shopping malls such as Max & Spencer and Lane Crawford adopt self-operated mode, with a comprehensive gross profit margin of over 40%; However, China's self-operated department store industry is in its infancy. The proportion of self-operated goods in most department stores is about 10%, and the gross profit margin of first-line department stores is only about 20%, which is still far from the self-operated proportion of department stores in developed areas in Europe and America. Industry experts believe that "when the proportion of self-operated goods in a department store exceeds 30%, it has the core competitiveness of sustained growth". Although many enterprises have realized the strong advantages of self-operated goods, many enterprises are involved in self-operated goods for the first time, and most of them are not satisfactory in operation and even face development bottlenecks. From the experience of developing self-operated department stores at home and abroad, there are five key success factors in developing self-operated department stores: brand planning, design/buyer, channel, on-site sales force and staffing. 1. Brand planning is a conservative strategy different from private brand. Agency brands can choose brands with higher fashion, and introduce differentiated and forward-looking agency brands from outside with more pioneering spirit. 2. The key for designers/buyers to start their own businesses is to cultivate a group of "buyer" talents with accurate vision and in-depth understanding of the market and consumers. With the expansion of brand scale, in the short term, shopping malls can mainly expand the team of buyers, formulate relevant strategic plans for training buyers, and formulate professional standards for "buyers"; In the medium and long term, we can gradually cultivate our independent design ability and develop our own brands. 3. Channel e-commerce has developed at a compound growth rate of 65,438+0,000% in recent years, with a rapid momentum. Many department stores have begun to set foot in online shopping malls, relying on physical stores to vigorously explore e-commerce channels and interact online and offline, which will be one of the key points of future development. E-commerce model has unique advantages in developing self-operated brands, which can gradually enhance the credibility of the website and promote the online sales of joint venture goods through online sales of self-operated goods. 4. The development of on-site sales team requires innovation from counter management mode to brand management mode to improve the level of process management. The traditional counter management mode pays attention to counter sales, rarely involves counter operation management, and pays attention to the work discipline of counter sales staff; Brand management mode pays attention to the sales of counters, and attaches great importance to the management of counters, such as the management of purchasing, selling and storing, product display and so on. , and pay attention to the ability, attitude and performance of counter sales staff. Many department stores only realize the item information management of their own brands through IT software. However, due to the failure to change the thinking mode of branches in time, the enthusiasm for their own brands is not high, the management of sales staff is relatively loose, and the self-operated business headquarters has weak control over on-site management due to the long distance and asymmetric information. Therefore, it is necessary to change the management mode, implement refined process management for free brands, and control the results by controlling the process. 5. Staffing and management In terms of staffing, the number of key positions such as buyers is limited to cope with the expansion of self-operated brands; Appropriately increase professional post settings such as business documents, finance and human resources post allocation to support the development of self-operated business. Under the brand model, the ability of salespeople has an important impact on performance. For department stores, to improve the ability of self-employed salespeople to form orders, it is necessary to select and train excellent salespeople from the aspects of recruitment, training, performance and salary. Take training as an example, through the development of courses suitable for self-sales, product technology, operation management, store management and so on. , improve the professional ability of sales staff, supplemented by performance-oriented performance appraisal system, improve the enthusiasm of sales staff, and establish a mechanism of elimination and withdrawal. It is the general trend for department stores to explore centralized purchasing mode and increase the proportion of self-operated goods. Local retail enterprises must take this step if they want to compete with international retail giants at home and even seek global development. How to make a reasonable development plan of self-operated business according to resources and capabilities will become the key to department stores' thinking.