Domestic garment enterprises hope to open stores as widely as possible. There are hundreds of clothing companies in China, but the number of directors allocated by the companies generally does not exceed 10, and some companies even have one person and one army. Faced with the huge market layout, the supervision work can only be described as "exhausted".

1. There is no uniform management standard for supervision. Supervisors are either idle or, like firemen, often passive in their work. If there is a problem in any market, the company will temporarily decide where the supervision will appear. If there are no emergencies, you may not see the shadow of corporate supervision all year round. In fact, supervision work should not be busy solving emergencies, but should have annual, quarterly and monthly work plans. When to inspect which market, what aspects to inspect, and how to find and solve problems. After these standards are established, the company can actively manage franchisees and stores, rather than passively;

2. Some supervisors turn shop patrol into patrol and walk. When inspecting shops, it is often found that supervisors are not actively learning about market information, coaching franchisees and training shop personnel, but wandering around the country, chatting with franchisees, eating and drinking to deepen their feelings, and then going to the next market;

3. The supervisor lacks the ability to find and solve problems. Some executives are good at bragging and know all about the big things and small things in the industry. They feel very bluffing. In fact, if they let him go to the store to actually operate, he will be depressed because he has no real skills. In fact, I don't blame him, because the clothing company is an extensive work habit. Of course, the supervisor will also work extensively, and the store management can only be extensive.

The reasons for the above problems are: first, the company lacks working standards, training is not in place, and the corresponding performance appraisal system has not been established; Second, the sense of supervision is not strong, relying too much on previous work experience, not having a positive learning spirit, and not really paying attention to franchisees and stores; Third, the lack of work skills, patrol shops do not know what to do, can not find franchisees and stores, let alone solve the problem.

Director, what should you do?

Nowadays, clothing enterprises pay more and more attention to terminals. Without a strong sense of responsibility, superb work skills, methods and means to manage franchisees, and the ability to train shop operators, the supervisor will be eliminated. Next, let's discuss how the supervisor visits the store and how to diagnose the store.

Make a shopping and sightseeing plan

To improve the quality of terminal shop patrol, it is necessary to scientifically plan the shop patrol plan according to the company's development strategy. First of all, it is necessary to make clear where the focus of shop patrol is, which markets have the greatest potential and which markets are most prone to problems, and then determine the reasonable frequency, route and time of shop patrol according to the situation of each market. According to the 80/20 rule, 80% of the supervisor's energy should be spent on the 20% market that is most likely to produce performance. These markets include:

1. Powerful franchisees: The quality of franchisees often determines the performance of brands in the local market. Therefore, when the supervisor visits the store, he must pay special attention to the powerful franchisees, listen carefully to their voices, solve their problems, and set up a benchmark market, so that other franchisees will have objects to learn from and find the way forward.

2. Stores with outstanding single store performance: the strength of chain operation lies in replication, and the supervisor should copy the successful experience of excellent stores to other stores like the disseminator of fire;

3. Image stores and flagship stores that the company needs to focus on: because these stores are not only sales performance issues, but also a good way to promote brands and a window for consumers to understand brands;

4. Shops with unstable sales performance: Understand the competition in these markets, whether competitors have new tricks, and whether the shopping malls have been adjusted.

5. Shops with tepid sales performance: focus on understanding the overall market environment, do a good job in the ideological work of salespeople, find problems through careful investigation, and improve the work skills of franchisees and salespeople through training.

Preparations before visiting the store

The supervisor should make a shop tour plan before the shop tour to understand the competitive environment of the target market and the operation of the store, including:

1. Determine the tour itinerary, and fill in the tour plan and work priorities;

2. Determine the needs of franchisees in each market and whether there is any work that needs special support from the head office in order to make preparations in advance;

3. Check the latest sales data and compare it with the same period last year and other markets in order to find new problems and sales opportunities;

4, review the last visit, which work has been implemented, which problems are being dealt with, which problems need to be solved this time;

5. Prepare corresponding tools, such as digital cameras, various reports and training manuals to record the image of the store.

How to diagnose the market when shopping?

Market environment analysis includes the definition of market scope, competitors' profile and consumption capacity, including:

1, market size and saturation analysis: the hierarchy of clothing market is obvious, and the market size and saturation of different styles of clothing brands will vary greatly in different periods and markets;

2. Competitor analysis: For each market, the top three brands, products and company status representing the company are essential information, as well as the leading brands in the market, followed by brand trends and company information. This information includes: promotional activities of competitive brands, style of new products, price band, store management and service level, etc.

3. Consumer and consumption analysis: All companies will take stock of goods. In fact, customers need to take stock, analyze different types of customers, and understand their consumption preferences and brand satisfaction, so as to provide targeted services.

How to diagnose the shop when patrolling the shop?

Supervisors need to practice a pair of critical eyes, find out the problems in the store and propose solutions. Store diagnosis items mainly include: store manager's ability, store operation ability, sales and service ability, display and display, and DM promotion ability.

1, manager's ability diagnosis

Do you fully understand the implementation of the business philosophy and work policy of the mall?

Do you have the ability to plan and execute?

Do you have the leadership ability to coordinate, guide and promote your subordinates?

Do you have the customer management ability to collect customer information, establish customer relations and handle customer complaints?

Do you have enough commodity knowledge to train your subordinates to have the same ability?

Do you attach importance to the operation of the business circle, including the investigation of the information of consumers and competitive shops?

Do you fully understand and practice the company's internal management rules and operating procedures?

Can you continue to learn and improve yourself with the growth of the enterprise?

2, store operation ability diagnosis

Do the staff in the store know the operation of the store?

Are store personnel encouraged to provide their experience and suggestions (delivery time and deployment method) in customer service and commodity management?

Whether to ask the clerk to regularly check the interactive factors such as the positioning difference and market share between our store and competitive stores.

Conduct market research and put forward improvement countermeasures?

Have you set a model shop to learn and the focus of your study, and constantly observe, absorb and apply it to your own shop work?

Do you track the correspondence between sales and inventory to ensure the product structure centered on bestsellers?

Have you made a sales plan, implemented it and used it as a basis for improvement?

Do you investigate, record and track the promotion activities of competitive stores and analyze the reasons to apply them to competitive countermeasures?

Are store managers and salespeople trained to skillfully use display props to create stores that are easy to view, choose and buy?

3, the shop service ability diagnosis

Does the clerk dress neatly and wear light makeup?

Are the shop assistants cheerful, confident and quick-witted?

Does the shop assistant spend his spare time tidying up the shop or dealing with administrative work?

Is the clerk approachable and trustworthy?

Is the clerk skilled in cashier and packaging?

Can the clerk correctly grasp the opportunity to approach the customer?

Does the shop assistant know the goods well and can introduce them to customers concisely?

Can the professional knowledge, popular information, market intelligence and peer dynamics of sales staff be clearly grasped?

Does the color matching and lighting of the store show charm?

Is the dynamic line design reasonable and can it guide customers to enter and buy goods?

Can the development of goods in the store show the theme and introduce the key points to customers?

Is the effect of POP in the store played, and is there any mistake, defacement or expiration?

4, display the diagnosis of the monitor

Does the selected product meet the appeal theme?

Is the selection of related commodities appropriate?

Is the use of display props consistent with the product image?

Can the characteristics of goods be fully displayed?

Is the commodity price tag and pop complete?

Is the sense of quantity of displayed goods properly controlled?

Is the lighting control in the exhibition space appropriate?

Are there enough goods on display in stock?

Are lighting, audio and other equipment available?

5. Diagnosis of the promotion of 5.DM

It's an activity (time, place, map, phone call, etc. ) clearly stated?

Is the theme, commodities, activities, business objectives, distribution targets or regions, distribution quantity and budget of DM determined according to the annual promotion plan?

Does DM collect all the key products with attractive features or prices in the store?

Are all the products required by DM displayed in the store or are the goods sufficient?

Are the photos on DM clear and can express the characteristics of the goods?

Is the DM produced pleasing to the eye and makes people want to collect it?

In short, as the front-line managers of the market, supervisors should not only have high management ability, but also have superb market action ability. In the development of garment enterprises, a large number of excellent supervisors are needed to establish a standardized and efficient supervision operation mode.