Zhang Jing is in full swing in this industry. As the general manager of Zhengzhou Yidong Sporting Goods Sales Co., Ltd. (hereinafter referred to as Zhengzhou Yidong), the internal sales data of its parent company Li Ning Co., Ltd. (233 1. HK) shows that in the past year, she led about 200 team members and sold 370,000 items, and the shipment amount of ten direct stores directly managed was as high as 80 million yuan. Considering Li Ning's total sales revenue of 6.69 billion yuan last year, Zhang Jing is a well-deserved super salesman of China's largest local sporting goods manufacturer. Her colleague said jealously that if she chose to jump ship to another company, her annual income would definitely be much higher than now.
Zhang deserves attention. Five years after joining Li Ning, she became the general manager of Zhengzhou Mobile in 2007, and in that year, she increased the efficiency ratio of stores (the ratio of turnover to profitability) by 47%. A year later, the miracle happened again. It improves the storage efficiency by 76%. In the first quarter of this year, this figure increased by 5 1% year on year. In the eyes of the company and peers, Zhang has become a milestone-at the beginning of his tenure, the monthly sales of a Li Ning store in the central city of Zhengzhou was only 50,000 yuan, but it was raised to 600,000 yuan. "She can do anything." Jianxin Guo, chief operating officer of Li Ning Company, praised her.
However, if you open Zhang's professional resume, you will find that his experience is unremarkable. She is not a model student in a well-known business school. She majored in finance at the university. After graduation, she worked as an accountant in an unknown small company in Zhengzhou until she joined Li Ning in 2002. People's curiosity lies in how this regional manager with an average resume beat multinational competitors such as Nike and Adidas, thus creating such a sales miracle in an inland market with weak consumption power like China.
A man's secret
"The core secret of the retail industry is the professionalism and stability of the team." Zhang Jing told Global Entrepreneur. Most of the team led by Zhang Jing are old employees who have worked in Li Ning for more than five years. These people can sensitively predict the market and maintain a preference that ordinary people can't reach: find the key obstacles of unsalable products or stores, and then break them in one fell swoop.
Maybe you can get a glimpse from Zhang Jing's slightly weird behavior at the ordering meeting. Li Ning Company holds four order fairs every year, and most salespeople may regard it as a fashion show. Usually, the lineup of dealers is: male boss, his wife and a store manager. There are at least 9 people in Zhang Jingyi, including product director, retail director, exhibition specialist, training specialist, store manager, logistics and distribution, marketing and other retail links. Sometimes, I also bring a few green guides. "You should express your opinions boldly, or you won't be allowed to come next time." Zhang will "threaten" these shopping guides.
Zhang divided nine people into three groups. During the three-day ordering meeting, everyone was fearless in times of crisis, holding various forms, most of which were closely related to ten dimensions such as listing period, color, size, price, promotion resources, fabrics, format, technology and function, and then communicated with designers face to face about fabrics, colors and other issues. "Don't buy by emotion, we don't want to have too much inventory. And you have to remember: without profit, it is not fun. " Zhang jingyong said in a blessing tone.
Zhang Jing knows what her trump card to win profits is: people. It is hard to imagine how Rebecca, a young retail executive, formed a keen intuition about products and markets. At the three-day ordering meeting, Wang's task was to select about 1/3 of the nearly 3,000 kinds of goods in the store for direct sales, which was an unusual choice moment, because the quantity of selected goods directly determined the sales of that year.
After a series of dazzling fashion shows, Wang had to work hard in front of the dense shelves for three days. She drew a big cross on the plus size of a backless dress in a fitness series-which means that this product won't get a big order.
"Very fat people will wear halter tops? No, "Rebecca explained to Global Entrepreneur. In addition, she basically gave up the plan of purchasing a large number of rhubarb and purple clothes, and almost all the colors she chose were blue, black and white. What color will eventually enter the price reduction area? -All those strange colors. Why is this happening? "The local consumption level has not reached the level of buying only a yellow shirt with a pair of black pants. Consumers always want to buy a dress that can be matched in many ways. So black pants may be the best seller. " Rebecca said.
Where does this prejudgment come from? Sales analysis data and experience in the past few years.
Product director Shi Jiandang is an expert in dealing with these sales figures. During his five years working in Li Ning, he has honed from a layman in the clothing industry to an out-and-out industry expert. "As long as it is the style and order quantity I mainly choose, it is basically not much different from the actual sales." Shi proudly told Global Entrepreneur. The data he relies on most comes from an information system called "EPOS" inside Li Ning, which is actually a retail portable system. Li Ning has now radiated this system to the county-level market, and the data inside will be updated every day. The key indicators of this daily analysis mainly include the following contents: price, net sales rate of new products, achievement rate of retail indicators, warehouse-to-sales ratio, inventory turnover rate, etc. One of the reasons why data is influential is that it can not only predict what products are marketable, but also predict how shopping habits change.
Zhao Hongmei is an expert in store decoration. In all kinds of decoration details, what material is the most headache for Zhao? Li Ning requires all lamps in the store to be consistent, and they must be replaced as long as there is color difference or no light. Because the power supply voltage varies from place to place, the light may be yellow or blue. "It is difficult for you to be unified, but as long as there is a problem, it must be replaced." Zhao Hongmei explained. There is also a support rod for inserting articles on the wall of the clothes board. Due to frequent use, it may be bent and deformed, which requires diligent maintenance.
Therefore, Zhao got a nickname: "Zhao Shi". In fact, Zhao knows the decoration project like the back of his hand. There are as many as 100 items in the project assessment, all of which require high work skills and intensity to complete, and sometimes even feel headache.
After the renovation, it is necessary to add furniture and allocate personnel, which is the job of Rebecca, the retail director. One of her daily jobs is to lead two shop patrol supervisors to visit more than 40 stores every week and maintain close personal relationship with each store manager. The most common topics mentioned by both sides include whether there are unsalable goods out of stock, whether there is infrastructure to be maintained, how to display new products, the training process of shop assistants and whether logistics is sufficient. In her opinion, shop patrol is the fastest way to work, even faster than information system. All the problems in the store-all the standards for supervising retail operation, including product display, VI, employee training, etc., can't be presented to the computer.
For the staff of retail stores, the promotion season appears at the busiest time, such as May Day, November Day, Mid-Autumn Festival and other holidays. By then, every store will need to be re-displayed, and the exhibition specialist Chen will be as busy as a bee. She needs to count the number, size and display category of each store. For the retail industry, the most common trend may be the normalization of promotion. This is the experience of Chen who has worked in Li Ning for 8 years.
Activation method
Li Ning Jianshe Road Store is located in the western suburbs of Zhengzhou, with a remote location and low surrounding consumption power. Its annual turnover is below 654.38 million yuan for a long time. Zhang Jing had no confidence in this store at first. In her opinion, the reasons for the unsalable goods in this store are quite complicated. However, an internship manager who was born as a shopping guide quickly realized the miracle of doubling sales performance. Inspired by this, Zhang made a special analysis of the reasons for the growth and change of sales of each such "dead shop" in the jurisdiction: Is it goods, consumers or employees that cause the turnover fluctuation? The final conclusion of the survey is only one: whether you can motivate people to the maximum extent.
Zhang didn't go into battle personally, nor did she conceive new advertisements or slogans. Instead, she did what she was best at: finding talents and mobilizing them, and then letting them do things themselves. She sent some lowest-level employees who had outstanding performance in other big stores to try to manage these problematic stores. As a result, the enthusiasm of all grass-roots employees for management has been detonated.
This is also a disguised incentive. In order to observe these promotions, she did not transfer easily within one year. As for the setting of assessment indicators, she cares more about the profitability of a single store than the sales volume, and pays wages accordingly.
Zhang opened his office and checked the chat of employees at any time, hoping to find problems. She wants to send a signal that everyone can have a chance to show themselves, share the latest information of the company and get to know the management.
In the leading company, the human resources manager may be the most stressful person-every month, he has to report the details of employee turnover to Zhang with trepidation. The first is the survival rate of recruitment, that is, recruiting the most suitable employees with the most suitable standards. Secondly, the reasons and personal details of each employee who left the company. Zhang believes that this information provides her with vivid analysis materials: Are there hidden dangers in management? Is the treatment not competitive? Or is there something wrong with corporate culture? If several people leave the same store within a month, it has a lot to do with the manager's leadership ability. Zhang also keeps the habit of checking the salary of each employee every month. She thinks that the following problems can be found: for example, behind the high salary, there may be too few sales staff in a single store, whether the sales volume is saturated, whether increasing manpower can directly bring higher sales volume, and whether the sales index of the store manager should be improved.
"You can always find a series of related questions from numbers, which is a reverse thinking method." Zhang Jing said. She has a special data processing team to help deal with various research topics assigned by her.
The growth of the company's performance may come from any employee at any level-Zhang is convinced of this. Because of this, she attaches great importance to recruitment. The recruitment of a shop assistant has gone through at least two rounds of screening, first of all, the affinity, temperament, expression and communication skills, and then the simulated assessment of the retail department, such as playing the role of consumers to examine its adaptability. After that, it is a three-day practical inspection period. These employees will be specially assigned to more subdivided channels such as specialty stores or flagship stores. In addition, there is a gender ratio. This subdivision of human resources does not come from the requirements of Li Ning's headquarters, but from Zhang Jing's experience. She will also care about the personality collocation of every store manager and deputy.
As for how to explore her own advantages, Zhang Jing is willing to adopt some random and different ways. She is used to asking questions to employees after some business meetings. For example, everyone spends five to ten minutes giving speeches such as "If I were a store manager". Zhang attaches great importance to these informal performance opportunities-through the speaker's performance to find those potential outstanding talents.
"When you need people, these people become your reserve army." Zhang explained. In her view, these grass-roots personnel undertake the most basic task of a company: sales, and they bring profits. "What makes me proud is that they did a good job." Zhang said