MI Retail *** our offer

Mercuri International
Mourad Piron
Global Segment Director Retail
mourad.piron@mercuri.it

MI Retail

A new approach to sales efficiency in retail

Mercuri International 2009 © - all rights reserved

Let’s have a look in the retail world

The Retail
world
today...

Mercuri International 2009 © - all rights reserved 2

Some facts

► Customer flow and revenue are decreasing in all sector

► Staff turnover (or churn rate) is high

► Selling time process are shorter than before

 On average 70% of the clients have been on internet
before coming in the store (better informed on the
products)
 The client knows what he wants and at what price he
wants to buy it

► Sales assistant role is not a vocation

► Too many external factors are influencing our sales revenue
(weather, trend, crisis....)


Some facts

► Store managers are quite often too busy at:

 Managing staff planning
 Selling in rush period
 Working on reporting (Revenue, customer flow, merchandising...)

► Therefore they don't spend enough time to:

 Manage the sales activity
 Manage the team
 Understand how to convert more clients as buying clients
 ...


C.E.I.* for a store
Before
Today Sales Assistants
2009
impact
Potential clients
1 (Customer catchment area) 0.9

x x

Incoming flow -
1 (in store) 0.9

x x
COMMERCIAL EFFICIENCY

Attraction rate -
(number of clients
approached/flow)

1 C.E.I. 1,23
Converted rate
(Buying clients/ +
Approached clients)

1 Average 1
basket ++
*Commercial Efficiency
Mercuri International 2009 © - all rights reserved Index 5

Let’s observe the retail environment...

The Retail
environment
A costant evolution
The Management

The managers pathologies in retail

The managers stakes…

► When a good results makes them forget about all the rest
 We have done a good result today ….

► When priorities kill real priorities
 We need to sell but also merchandise the products,
welcome the clients, have a look at the thieves,
manage the OOS, be at the till …


The stakes for a point of sales:

To develop the store manager
Why should I change?

“ if I already have good results in my store… “

“ if what I’m currently doing works well… “

“ if anyway results are not only depending on me
(weather, crisis...)”

By responding to the “why” frame , a manager will have the
opportunity to understand the reasons of changing his way to
manage the POS

Put into practice to understand the causes &
effects chain related to results


The solution for your company

What to do?
► Focus on managers priorities to secure their business in the future

► Prepare managers to face challenges to obtain better results in
sales and to avoid making the same mistake twice
► Take into consideration the cause and effects chain to understand the
different levers generating results.

€

People POS


Mercuri International Solution

Business Simulation: “MI Virtual shop™”
The added values of “edutainment”:

Disguised
Specific context world to focus
people on
thinking

Intensive training Knowledge contribution



How?

► By making experiment how they can develop their results(store

KPI’s) through a simulation of the reality without any risks!

“MI Virtual shop™”



Your “MI virtual shop™” tailor made



Investment : Huge ROI

► A business simulation is a teaching method that allows the
facilitator to actively involve and manage groups of about 20
participants and to maximise investment return (IR).
Traditional training Business simulation

No. of participants 10-12 people personnes
10-12 20-22 people
per group

No. of groups 12 - 18 groups 8-9 groups
for deployment Budget Optimised Budget

Adherence,
acceptance, anchoring ROI Optimised ROI



High increase of know-how
► Every situation is twice simulated: it is a crucial aspect for the
success and, commitment, to be able to verify and to experiment
the reached progress;

► Every situation included in the Business simulation proposes to the
participants a model of " problem-solving ";

► Every action which engenders a profit is underlined and every fault
is analyzed:
 operational best practices and indications on what to do, why to
do it and how to do it, is suggested during debriefing;

► Key learning points are constantly shared and discussed:
 the implementation of the profitable practices is the constant
focus of the simulation.



Three reasons to choose “My Virtual shop™”

► No change arrives without meeting of difficulty
 Why to change if what I do works ?

► A great opportunity to implement new profitable practices
 no risks= no costs

► Training efficiency
 Knowledge and know-how development


Let’s observe the retail environment...

The Retail
environment
A transformation...
Of the Salesman


The pathologies of the salesmen

The weakness of the effective time of sale

► Less than 30%
It is on average the active time of sale (encounter with customers) spent
by a salesman on the total of its working time

► Less than 1 minute and 30 sec.
( After the starting up of the sales pitch); it is the average time noticed in
store to hear the first argumentation of the salesman

► The sales floor does not wear out everywhere...
Salesmen do not bring clients everywhere in the store and therefore do
not spend enough time with the client: some categories are never seen by
the client…what a pity when you think about how much you pay the Sq/ft!


The pathologies of the salesmen

Alarming observations

► More than 80%
It is on average the proportion of the customers who will answer: " not
thank you, I look! ", during an intro by the sales assistant such as: "can
I help you? “

► Less than 30%
It is the part of maximum influence that a salesman can have during a
sale to a former regular customer having lived numerous problems with
his store and his previous purchases!

► An extra month salary
It is the performance reached by a shop of equipment of the house that
has to systematize its approach of additional sale by working the
associated speech


Must we have a single approach?

with…

► A new client or a loyal client?

► Buy for him or for someone else?

► A client uncertain about what he wants to buy or certain about it?

► A client who knows everything about his purchase?

► A « fashion victim »?

► A client who just want to buy a promotion?…

Must the approach remain the same?
...OF COURSE NOT!
Everything depends on the sales situation…


The attitude of the client towards our offer

Weak preference

Strong preference


Expectations of the client towards the sales
assistant


Another way to sell!

PREFERENCE -
« win the sales »

OPPONANTS

RESISTANTS

Expected added value
Expected added value

DEPENDANCE
AUTONOMY

strong
weak

EXECUTION INFORMATION ADVISE DECISION

RECEPTIVES

LOYALS

PREFERENCE +
« win the relationship »


Must we have a single approach?
statement
Client
situation
Selling

Transactional
Relational selling
selling
Salesmen
profile

Empathic Projective


Let’s have a look at your world...

Do you know the attitude
and the expectations of
your customers?
And you…?
Is the sales approach of
your salesmen the most
adequate?


Your project for 2010?


Who we are...

Mercuri ?
Who are we
International


Mercuri International approach
► Created in Sweden more than 45 years ago, Mercuri International
exists in more than 40 countries.
► Our mission is to develop the commercial impact of
companies:
 via consultancy: Structure of sales teams and commercial organization,
sales and management resources, motivation.
 via training: Development of the competences of sales teams and sales
managers via intra and inter company training sessions.


A systematic way of working to produce the
expected result - details
Evaluation

Implementation

Training

Consultancy

Analysis
Measuring
results
achieved
Ensuring change
Training of
models enabling
Building the the reaching of
solution objectives

Assessing the
present situation


Mercuri International combines a variety of
services to support organic growth

Restructuring Securing
Improving competence
sales implementation

Analysis, consulting Programmes and Follow-up and
and programmes to coaching to improve coaching to secure
optimise sales sales performance business results
efficiency


How things have changed...
Overall demands from Retail
A long time ago

STORE
LOCATION

STORE
STORE DESIGN
SERVICES

CLIENT
STORE LAY-OUT
RELATIONSHIP

PRESENTATION SENSORY
OF THE STAFF MARKETING

OPERATIONAL
VISUAL IDENTITY
MARKETING

VISUAL
MERCHANDISING


How things have changed...
Our areas of expertise for Retail organizations
A long time ago
STORE
LOCATION

STORE SERVICES STORE DESIGN

CLIENT STORE LAY-OUT
RELATIONSHIP

PRESENTATION OF SENSORY
MARKETING
THE STAFF

OPERATIONAL
VISUAL IDENTITY
MARKETING

VISUAL
MERCHANDISING


Let’s have a look at your world...

Our references


Some references in « Retail »


MI Retail *** our offer

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