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Presentation Mi Retail Uk New
 

Presentation Mi Retail Uk New

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Our corportae presentation regarding the MI retail division...

Our corportae presentation regarding the MI retail division...

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    Presentation Mi Retail Uk New Presentation Mi Retail Uk New Presentation Transcript

    • Mercuri International Belgium 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....) Mercuri International 2009 © - all rights reserved 3
    • 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  ... Mercuri International 2009 © - all rights reserved 4
    • 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 Mercuri International 2009 © - all rights reserved 6
    • 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 … Mercuri International 2009 © - all rights reserved 7
    • 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 Mercuri International 2009 © - all rights reserved 8
    • 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. € Loyalty Image Mercuri International 2009 © - all rights reserved 9
    • 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 Mercuri International 2009 © - all rights reserved 10
    • Mercuri International Solution 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™” Mercuri International 2009 © - all rights reserved 11
    • Mercuri International Solution Your “MI virtual shop™” tailor made Mercuri International 2009 © - all rights reserved 12
    • Mercuri International Solution 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 Mercuri International 2009 © - all rights reserved 13
    • Mercuri International Solution 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. Mercuri International 2009 © - all rights reserved 14
    • Mercuri International Solution 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 Mercuri International 2009 © - all rights reserved 15
    • Let’s observe the retail environment... The Retail environment A transformation... Of the Salesman Mercuri International 2009 © - all rights reserved 16
    • 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! Mercuri International 2009 © - all rights reserved 17
    • 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 Mercuri International 2009 © - all rights reserved 18
    • 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… Mercuri International 2009 © - all rights reserved 19
    • The attitude of the client towards our offer Weak preference Strong preference Mercuri International 2009 © - all rights reserved 20
    • Preference of the client ► Fame: I think about you spontaneously ► Image: I have a good opinion of you ► Premeditation: I consider to buy from you ► Predetermination: I acknowledge on the quality of your offer ► Value recognition: the purchasing conditions are acceptable ► Exclusivity: I won’t look anywhere else ► Authority: I’ll take the decision on my own Purchase ► Satisfaction: I appreciate it and I say it ► Loyalty: I buy overall in your stores ► Prescription: I’ll talk about it around me Mercuri International 2009 © - all rights reserved 21
    • Expectations of the client towards the sales assistant Mercuri International 2009 © - all rights reserved 22
    • Autonomy of the client Vs Need Vs Solution Vs Salesmen  I know what I  I know very well your  I want a discount want and how I products/services  I don’t accept want it  I know what the competition advises is offering  It’s going to be  I can compare tough to convince me...  I know what’s good for me  I don’t want another solution than the one I’ve chosen Mercuri International 2009 © - all rights reserved 23
    • 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 » Mercuri International 2009 © - all rights reserved 24
    • Must we have a single approach? statement Client situation Selling Transactional Relational selling selling Salesmen profile Empathic Projective Mercuri International 2009 © - all rights reserved 25
    • 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? Mercuri International 2009 © - all rights reserved 26
    • Your project for 2010? Mercuri International 2009 © - all rights reserved 27
    • Who we are... Mercuri ? Who are we International Mercuri International 2009 © - all rights reserved 28
    • 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. Mercuri International 2009 © - all rights reserved 29
    • 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 2009 © - all rights reserved 30
    • 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 Mercuri International 2009 © - all rights reserved 31
    • How things have changed... Overall demands from Retail A long time ago organizations STORE LOCATION STORE STORE DESIGN SERVICES CLIENT STORE LAY-OUT RELATIONSHIP PRESENTATION SENSORY OF THE STAFF MARKETING OPERATIONAL VISUAL IDENTITY MARKETING VISUAL MERCHANDISING Mercuri International 2009 © - all rights reserved
    • 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 Mercuri International 2009 © - all rights reserved
    • Let’s have a look at your world... Our references Mercuri International 2009 © - all rights reserved 34
    • Some references in « Retail » Mercuri International 2009 © - all rights reserved 35
    • Some references in « Retail » Mercuri International 2009 © - all rights reserved 36
    • Some references in « Retail » Mercuri International 2009 © - all rights reserved 37