Historically, the effective use of soldiers has often overlooked their ability to win. Is the inventory sufficient? What are the gifts? Who are the staff? These are the essential preparations a store manager must handle before a battle. When optical glasses surpass the existence of functions and become an accessory, they play an important role in both the field of life and the field of fashion. Its materials evolved from the earliest glass and METAL to become lighter and lighter. As one of the more high-end styles today, titanium metal glasses first appeared in the world of glasses for the role of reducing the weight of metal glasses, and quickly captured everyone with its inherent unique advantages. Titanium Glasses,Titanium Frame Glasses,Titanium Eyeglasses,Titanium Frame Eyeglasses Belieye (Jiangsu) Co.,LTD , https://www.belieyeglasses.com
As the saying goes, "Forewarned is forearmed." If you have the power to prepare, you can avoid problems. In daily management, the store manager must ensure that the supply of goods, personnel, and promotional materials is in place, so as not to become a bottleneck in achieving sales targets. This is especially critical during major holidays.
With the expansion of chain enterprises, more stores are opening in the same city, sometimes even across multiple cities. However, many chain companies lack proper design in procurement management, particularly in terms of safety stock levels and technological support. As a result, stockouts during promotions have become increasingly common, leading to failed transactions and growing customer dissatisfaction.
A joint study by Roland Berger and the China Chain Association revealed that stockouts have become an invisible threat to the reputation of chain stores. Sales losses due to out-of-stocks exceed 15%, and 37% of customers switch stores after such experiences, making the loss of customer loyalty even harder to quantify. Therefore, we believe that store managers should act as the eyes and ears of the sourcing team, providing real-time monitoring data and assisting the purchasing department in making accurate orders.
Secondly, the role of promotional items in driving sales within chain stores is becoming more significant. However, the distribution of these items tends to favor flagship stores, while surrounding community stores often receive outdated or less attractive promotions. Similarly, factory-provided promotional materials are frequently allocated unevenly—favoring strong stores over weaker ones, which creates an imbalance in promotional resources. In this context, store managers must carefully manage the issue of "gifts and supplies." It's worth noting that managing underperforming stores is far more challenging than managing successful ones. If promotional resources are further limited, the performance of these stores will inevitably suffer.
Thirdly, when reviewing combat readiness, store managers must also consider the crucial factor of "lack of people." With the rapid growth of chain stores, the number of factory promoters has also increased significantly. However, the recruitment of these promoters is often limited. If they don't meet sales expectations, they may be replaced or reassigned. Sometimes, promoters are temporarily hired and later used for other projects, leaving the store understaffed.
Another challenge is that when the foot traffic in a chain store is low, the most skilled promoters are more likely to stay, as the transaction rate is higher, but sales volume remains limited, and their commissions are also minimal. This instability leads to frequent turnover among promoters. We often see that stores are well-staffed at the beginning, but after some time, there are fewer and fewer promoters, resulting in a large number of "empty cabinets." Currently, there is no direct and effective solution for this issue across most chain enterprises. Many companies are hesitant to fully utilize their internal teams or strong performers. However, as a store manager, one cannot simply stand by. From my experience, most store managers rely on "emotional connection" with factory promoters—building personal relationships, creating a warm atmosphere, and encouraging and supporting them to improve team performance and drive better results.
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