Opportunists are being eliminated and furniture dealers' shuffles are starting to accelerate
The average life span of private enterprises in China does not exceed three years. If a company can do more than five years or even more than ten years, it will continue to make profits. Well, this company is already the industry leader.
Since 2012, the shuffling of furniture dealers has begun to accelerate. Furniture dealer stores across the country can be said to be leaders for three or two years. The furniture dealers that can continue to dominate the market for more than five years in one place can be said to be very few.
In the furniture retail industry, Foshan Furniture Market, Shanghai Furniture Market, Changzhou Furniture Market, and Dongguan Furniture Market can open a furniture store for more than five years. It shows that this furniture dealer already has a certain level of business. Almost every dealer who makes money has its secret of success.
However, these successful distributors are facing positive challenges today.
The furniture dealers that are being challenged are often the most successful distributors that have operated locally for more than five years or even more than ten years. Why did the big dealers who once dominated the party gradually decline from 2012? Many people will say, of course, is not making money! You are right, that is not very profitable!
Have seen a large-scale home store in a prefecture-level city. At the time of opening, it can be said that all the local furniture dealers have settled in. These big dealers occupy the best location of the mall. But two years later, these big dealers almost all withdrew from the store. Replaced by a new furniture dealer.
You may ask, these big dealers have the money to occupy a good position, why do they want to exit the hypermarket? Do you feel very strange? In fact, the reason is very simple, that they do not make money! Even loss!
Dealers entering large furniture stores to do furniture retail business is nothing more than making money. If you open a shop without making a profit, you will lose money. Exit is an inevitable thing.
Someone may ask. The best local dealers do not make money. Isn't this store ah? However, when these big dealers withdrew, this position was soon occupied by others. Are people not afraid of losing money? Until now, this large home store is almost full rented. Is not a store not, is the big dealers in the store to open the shop to die!
Why did the big furniture dealers once successful suddenly die? The reason is that these big dealers who made money were successful by a single factor, not by the systematic operation of the stores. Since they are successful with a single factor, then once the single factor of success is gone. The decline of these dealers is nothing more than normal.
The system operation of the store is the guarantee for the continued profitability of the store. So, how can we achieve systematic operation of furniture stores? Please see the following breakdown:
The systematic operation of multi-brand self-operated independent stores, as a large-scale furniture store owner, must realize at least the following issues in order to achieve systematic operation of the store, so that you can achieve systematic operation of the store.
1. First of all, make sure you want to do that in a certain regional market. Is doing the local market share first, second, third, ...
2. It is necessary to determine how much sales must be made in one year in order to maintain a reasonable profit level;
3. Does the image of own store match with the targeted customer?
4. Is there a set of feasible operating mechanism for self-marketing in order to complete the annual sales target and profit target?
5. Is the division of duties of each post in the store clear and clear, and is the right and the right scientific and reasonable?
6. Is there a set of criteria for the assessment of personnel in various posts?
7. Is there a salary assessment system that is competitive and motivates employees?
8. Is the ratio of brands and products in the store scientific and reasonable?
9. Is the price of the product competitive?
10. Is the pre-sale, sales, and after-sale management level of the customer the highest in the local area?
11. Can employees' marketing ability keep pace with the needs of the local market? If they can't keep up, is there a set of learning and training mechanisms?
12. Is there a systematic system of recruitment, education, and retention of employees?
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