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Presentation Mi Retail Uk New
1.
Mercuri International
Belgium MI Retail A new approach to sales efficiency in retail Mercuri International 2009 © - all rights reserved
2.
Let’s have a
look in the retail world The Retail world today... Mercuri International 2009 © - all rights reserved 2
3.
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
4.
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
5.
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
6.
Let’s observe the
retail environment... The Retail environment A costant evolution The Management Mercuri International 2009 © - all rights reserved 6
7.
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
8.
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
9.
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
10.
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
11.
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
12.
Mercuri International Solution Your
“MI virtual shop™” tailor made Mercuri International 2009 © - all rights reserved 12
13.
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
14.
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
15.
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
16.
Let’s observe the
retail environment... The Retail environment A transformation... Of the Salesman Mercuri International 2009 © - all rights reserved 16
17.
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
18.
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
19.
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
20.
The attitude of
the client towards our offer Weak preference Strong preference Mercuri International 2009 © - all rights reserved 20
21.
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
22.
Expectations of the
client towards the sales assistant Mercuri International 2009 © - all rights reserved 22
23.
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
24.
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
25.
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
26.
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
27.
Your project for
2010? Mercuri International 2009 © - all rights reserved 27
28.
Who we are...
Mercuri ? Who are we International Mercuri International 2009 © - all rights reserved 28
29.
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
30.
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
31.
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
32.
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
33.
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
34.
Let’s have a
look at your world... Our references Mercuri International 2009 © - all rights reserved 34
35.
Some references in
« Retail » Mercuri International 2009 © - all rights reserved 35
36.
Some references in
« Retail » Mercuri International 2009 © - all rights reserved 36
37.
Some references in
« Retail » Mercuri International 2009 © - all rights reserved 37
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