2010 Shoe Industry Supply Chain Terminal Weapon (2)

Another shop in the same area was unconscious and moved, and missed the opportunity to sell.

But the weather temperature is opposite.

Because the activity of "hypothetical verification" requires the creativity and courage of the employees to be truly implemented, 7-Eleven also encourages employees to devote themselves to their work in order to accomplish their careers no matter what they do. If an employee has never considered the best selling and best selling reasons in a store, the problem of the possible outcome of the new product may not be suitable for 7-Eleven, because the employee is not deep into the work but just satisfied with the work assigned by the boss within the specified time. This kind of work is a torture for the employees themselves.

In addition, the development history of 7-Eleven has been growing in constant self denial and innovation, so employees have always been courageous to challenge new things. Even if the results are not satisfactory, enterprises will not be critical. The experience of failure is a learning for employees and enterprises.

Because 7-Eleven business leaders attach great importance to "hypothesis verification" and perfect and powerful information system support, stores can carry out the "hypothesis experiment verification" process every day, for example, a shop employee thinks sandwiches and cups of soup can be sold together better. Then stores try to change the display location of goods, and then verify them by comparing the purchasing process of consumers with the sales data recorded in computers.

Every shop in the enterprise carries out the "hypothesis verification" process every day, which means that 365 experiments are conducted a year, and the store operators use their brains every day in the sales method. Their sales experience and the confidence of consumers accumulate over time, forming a core competitiveness, that is, selling the same quality goods with the competitors, and their performance will be compared with other months.

Of course, for the traditional footwear enterprises with terminal aging and R & D plagiarism, ordering does not seem to be a big problem. The order of stores will not be thoroughly studied in actual operation. How to achieve the optimization in the actual operation? The current management optimization theory has EOQ model (assuming that the demand is constant), (s, S) the min max inventory model (assuming that the demand is random), the newsboy model suitable for short life cycle commodities, and the Pareto rule. These simplified analysis models may be enough.

However, in the face of increasingly fierce shoe brand competition and the emergence of new retail formats (such as the integration of multi category stores), conservative traditional shoe stores are actually losing sales growth, customers are constantly shunting, and profit margins are constantly being compressed. Therefore, finding a new way out and developing space is a way that does not want to go.

But once the traditional shoe stores want to pform into innovative formats, they are faced with how to reasonably design the commercial space and layout facilities of new stores, how to arrange the variety structure and volume of new shops, and how to adjust the layout of container shelves, such as the display of container shelves, the adjustment of the layout of lights and music, and so on.

For example, the new stores in China tend to simply estimate the volume and turnover of the guests based on the business area of similar scale stores, and store operators are often unwilling to devote their energies to seriously collecting information and putting forward "hypothetical". They are busy rushing for many so-called "burning eyebrows" (such as finishing up decoration, goods preparation, industrial and commercial taxation, fire fighting, recruitment of shop assistants, etc.), and in fact, those "urgent" things are often caused by inadequate basic management and no scientific methods and procedures.

To put forward the reasonable "assumption" of new shops, we must honestly investigate the residents' information, competitors' information, and related organizations, organizations and facilities in the business circle, and take the consumer's perspective into consideration of the reasons why he is willing to buy or not to purchase at home, and then put forward the "hypothesis" such as the combination of distribution of goods and passenger turnover.

In addition, the various factors and information that should be referred to in the "hypothesis" must be applied flexibly. For example, 7-Eleven considers that the front traffic flow in the residential area is not the main factor to consider the passenger flow and the turnover assumption, but the traffic flow on the main traffic artery is the most important factor, but if the traffic condition of the main road is not conducive to pedestrians crossing and crossing, the visitor rate will not be high, so it is not possible to predict the turnover with the same traffic flow.

　　在企业的管理实践中，已经进行过无数次鞋企终端门店销售问题诊断和分析，使用“假设-验证”的威力确实巨大，在基于门店分品类分性别分系列的销售数据基础上，对影响进店率、试穿率、成交率的不同因素进行分析，当然货品新鲜度丰富度、门店清洁美感、人员的服务意识都是最起码的，天气、商圈、竞争对手动态、进店顾客资料等等也都要考虑，当我们进行“假设-验证”时，可以发现欢迎语的话术、一张海报的色彩文字、店内灯光的开光、促销道具的摆放、陈列方式的改变都会对顾客心理产生影响，最终影响到销售，一次次的假设之后让我们对消费者心理把握、对门店里的软件、硬件、人件的系统性认识、以及影响销售的每一个细节认识得更加精确和细腻。

Of course, there are still some factors affecting our store to apply new methods. For example, the shoe industry information system focuses on sales data entry instead of analysis. The education level of terminal chip managers and shopkeeper is low and not good at computer system application and analysis. Therefore, it is more difficult to carry out "hypothesis verification" in comparison with 7-Eleven.

However, the author thinks that the way of thinking can be used for reference, and every store manager can actively think about the changes that may affect the sales of various kinds of stores tomorrow, and put forward his own "assumptions". Then, he will carry out experiments according to his own assumptions in order to store, display, sell and sell, and finally verify through a cycle of sales performance and consumer response. This can make the atmosphere of the dull and dull stores become more active. Employees can improve their interest and initiative through the hypothesis and verification, and the sales level and inventory level of enterprises can also develop in a favorable direction.

Corporate headquarters can also give higher performance pressure and corresponding incentive measures, strong information system support, and create conditions for stores in terms of terminal retail format innovation, product development and promotion.