Range control everything, even those who do not know how to do it right, and those who think they know, but really it is not.
Different and can not be, because the trade of goods without - it does not trade or no trade (we all remember the empty shelves of Soviet stores). And if you need the goods you purchase and sell it, then you have already run a range of products. And if you do, it is very likely that you have the same problems faced by the vast majority of peers, and who fail to achieve adequate performance. Illiquid products in stock, overstocked warehouse, a small turnover, as a consequence of lack of working capital, and again in a circle first - a typical situation for many, agree.
What does this lead to? In fact, as the personal practice, errors in the management of an assortment of typical. They can be found in a small shop and a large network. Let's talk about the most important.
The absence or lack of understanding, clear objectives assortment management.
Any activity should begin with a statement of purpose. I think this is obvious and already commonplace. Where are we going? Here is the first question that we must answer at the beginning of each path, and trading is no exception. What is the goal that you set for the management of range? Oddly enough, but much of the professionals responsible for inventory management, generally find it difficult to answer this question. The vast majority of answers - increasing turnover. And here we are faced with another problem - the problem of false targets. "How?" - You may ask. After all, we are talking about trade, and that trade its main objective to identify ... Here I like to give one example that he had not invented. I suggested to him one of the owners of the trade network, with whom I was fortunate enough to work with. One day, while at the next meeting we were talking about the turnover, as the main objective, it is proposed to pass through the hands of the participants in a circle large sum of money, so that all of it, to the last cent, then came back to him. Turnover? Yes, why not. That's just what would be a huge amount of money that has not been, nor a dollar was left in the hands of those present. Nobody got PROFITS. A good example, in my opinion, to demonstrate the fallacy of this. We are in the business, and business is no profit - just not possible, or it will not last long in business. Agree that the range and management - is the foundation of retail business. No matter how much we did not say that for us the most important thing a buyer and complete satisfaction of his needs and wants, not having arrived, we will not achieve anything. And the benefit of our customers, then they will bring others. Any economist can argue - say, the profit - is revenue minus costs. And where is the cost management in the management of range? Yet how, where? After all, the range - the main zatratoobrazueschee element in the trade. If we put aside all the costs for facilities and equipment, staff salaries and taxes, what is left? Remaining costs of the acquisition, storage, processing of goods. Goods to buy, sell, unload, place in a warehouse, put on the trading floor, to write off damage, to raise funds for the purchase of a new product, if the proportion of illiquid assets does not allow trafficking to finance themselves, and so on. Do you agree? I think so. Therefore the purpose of inventory management - profit, through the formation of the maximum effective range.
The absence of a formalized concept of containing the answers to basic questions.
Once we are clear what we want, as a rule, the question remains how to achieve this. Lack of concepts understandable to those who work with a range, the following is a common mistake. The task of the concept range - to formulate the basic principles and objectives of inventory management, identify the target audience of buyers. This document should be the basis for inventory management. Link, connecting the efforts of various experts having different opinions and ideas about how to configure and manage the range of what it should be.
Talk about the product line concept can be very long. I will discuss one of its most important parts - the definition of the target audience. Advising retailers, I have repeatedly faced with the problem of what I call multi-directional commercial efforts.
Imagine the following, a little exaggerated, picture. A man of moderate means has decided to spend a pleasant evening with a bottle of good, but not very expensive wine, let's Chilean. To him, he usually prefers cheese and olives, good quality, and the olives, of course, with bone. In addition, he would like to buy at the same time ... Well, perhaps leave it at that. So he went to the store and going to a wine rack, discovered a large selection of domestic wines, a pair of cheap French (as it was written, but doubt) and several expensive class Grand Cru (which he still can not afford), a little Bulgarian, well and that's it. Though, digging, he found a bottle of decent Argentina. Despite the fact that he wanted to Chilean, in order to save time, put it in the basket. Then went to the olive tree, and immediately found the necessary bank. Well, finally, cheese ... But he did not find cheese. That is, of course, he was, but quite common that even his mother in salads in Soviet times. What does he do next? The controversial issue. Many people will assume that he still buys what it is, but for the rest will go to another store. But practice shows that it is unlikely. The higher the income, and he, as we recall, confident man of moderate means, the higher the preference and less you want to run to different stores to stand in each, albeit small, but the queue and so on. So he lays out baskets olives and wine, which, by the way, and so is not quite what he wanted. Or maybe just throw a basket of those "at the same time", which we missed before. In general, it goes to another store, and the unfortunate seller in the fifty-first time that day, put on the shelf jar of olives, which is why no one has bought - probably expensive. And why should they booked the whole box? - He thinks. And the thing is that wine, cheese and canned buy different people with different tastes and preferences. One believes that it is necessary to put on a shelf that is cheaper, the other - more expensive, and the third just loves the smell of cheese childhood. They do not focus on one customer, one target audience. They clearly do not know how to position itself shop. Their work is divided, as the assortment which they form. As a result of problems with inventory, sales, profits.
The absence of indicators of the range and management activities to them.
How do you know that I work well? Just because I feel that way? On what basis do I criticize? The answer should be a number of parameters describing how my goals, and the result of my work. I will not be a long story about the systems of KPI `s (key performance indicators), which are used by the largest companies. I can only say that if you want your people to work well, give them a performance, a set of indicators, not just the amount of turnover. After all, when you're asking you to weigh the sausage, you just call the same weight. A seller, looking on the scale assesses whether he did what you asked him.
The system of indicators must necessarily be associated with the motivation, but that's another big topic.
References
For preparation of this work were used materials from the site http://megarost.ru/
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