What if there was a stronger competition? Start doing things differently than you used to. In the 1990s, Mrs. Markvishkova privatized a large supermarket with groceries and groceries. Sales grew, and the company boomed, but all over time. With the advent of strong chains, the store’s weaknesses began to emerge: there was no parking, no investment in appearance, and goods more expensive than the competition. The business owner sees the main problem in new supermarkets.
Lehits entrepreneurs are not satisfied with their achievements. They are always on the lookout and use new trends and stimuli. It’s also good for you, and really necessary if you want to thrive.
She is convinced that they are selling at a loss just to get rid of it. And she has no chance to counter that. I tried to bet on fortifying meat and sausages, because they are commodities that people buy even without parking, but so far they do not work well.
As we walk through the store, Too many details affect meUnfortunately, mostly negative. Label residue on display cases and walls, dirty freezer edges, half-empty shelf with vegetables, etc. Mrs. Markvishkova defends herself saying that these are little things – she needs to change the system, then the details emerge.
“He sees the company falling apart and no longer thinks the owner can handle it.”
I talk between four eyes with the store manager. I wonder, for example, why when they have pasta and pasta sauces in action, they don’t put them next to each other. The leader searches the stairs for a while and then pulls out the paper triumphantly as evidence – look, I gave it writing a week ago, but no one is listening.
I’ll soon find out why: The owner officially created a store manager, however Everything decides for itself anyway So the vendors go to her for instructions. The store manager should feel like a famous stake in the fence.
We have to start with the owner
Perhaps the purchasing officer is in a similar position. On the second visit, he told me his bags had already been packed. He sees the company falling apart and he no longer thinks the owner can handle it. Actually, it doesn’t look really rosy. I participate in a staff meeting, where tasks are checked, and shake my head as Mrs. Markvishkova calmly rescinds unfulfilled orders, miraculously advising people to do something about it. Not because I am a friend of the strict directive department, but because the company that, of course, the tasks are not fully fulfilled, is already one foot in the business cemetery ( You can read more about it in the book Frozen productivity).
So it quickly becomes clear: the company needs first aid, but Ms. Merkavishkova must come first. Therefore, I first propose a set of four days dedicated to leadership and management, with an emphasis on delegation and teamwork, but also meeting management. The business owner was surprised because she felt it had nothing to do with marketing. So I patiently explain the relationship between well-managed employees, satisfied customers, and sales. Ms Markvishkova understands this, and it is even worse to convince her that she too – especially at first – You will have to change his approach. So I turn to my favorite fables.
Blind to the head
The Shepherd urged his sheep, “Always follow me. I have heard that wolves have dug holes in the pasture to catch you. If you follow in your footsteps, nothing will happen to you.”
He proudly wore his new hat. It was a little big and often fell on his eyes, so he could barely see, but what you don’t sacrifice to feel good about yourself.
He barely walked a few steps when the ground separated and the shepherd ordered himself to enter the pit. And behind him all the sheep, “Why did you not notice, did you not see that I had fallen?” The shepherd covered them. “If the wolves eat you now, it will be your fault!”
“Did you not tell us to come after you?” Sheep fought. “We just listened to you.”
So I explain to Mrs. Merkavishkova, then The leader does not leadThe buyer is running away (this was something new to her) and the saleswoman isn’t doing her job, she can’t think there is something wrong with her. Like the shepherd in the tale, he is responsible for whoever leads. And she has to think about whether she cares more about her hat or her life.
“By the way,” I added, the tale ends in the shepherd finally cutting his hat into narrow strips, weaving a rope from it, throwing it over a tree at the edge of the hole, climbing out and rescuing all the sheep. “
The store owner slowly deals with the fact that he will have to first Work on yourself. To make this decision easier for her, I commend her efforts so far and speak only of slight improvements in the approach of subordinates.
What’s Next? When the competencies are reallocated and better organized (I explain on that occasion to Mrs. Merkvishkova how well the daily planning and monitoring of the sales business is, if it is related to material participation), we will have to look at clients ( We will also introduce them later Daily benefits).
It is necessary to change the lineup
Obviously, a store in the city center cannot have the same assortment as a supermarket with a large car park. Large drinks and six kilogram bags of washing powder or sugar packets will be difficult to sell. So we must make it clear what customers are buying (or wanting to buy) in the first place. Fortifying the meat and sausage section might be a step in the right direction, but it can be supplemented with other commodities. On the contrary, other products will be limited. Not everything will be there, but the blanket purchase will still be bought by the customer in the supermarket – and with greater choice. So it’s not all about how you compete with strings from the same range, however How to be different.
At the same time, of course, the aforementioned “details” will come into effect. If the store wants to be trustworthy, it cannot stand empty shelves, dirt, and dim lighting. These are little things that can be removed instantly and often you just want to – and keep an eye on them.
Details in the end?
Ms Markvishkova reminds me for the second time that she must have a system first and then we can refine the details. Yes, it acknowledges the veggies are unprocessed and it’s not easy to see three rolls in the pastry basket at twelve o’clock, but that Everything will come next …
So I came up with another anecdote:
Bears were looking forward to berries. Their leader promised them, “Once they are ripe, we will have a wonderful harvest.” “We’ll make a great strategy, a big plan. I guarantee that you will earn more than ever this year.” Everyone nodded and felt in agreement. Only one young cub said, “I still have such details. As raspberries taste a deer.”
The bear commander waved, “What is in them for us?” “We will not deal with such little things until after the harvest. Maybe we will give them a role in our plan so that they can go out on their own.”
Then, when the bears began the generously planned harvest, they found only defensive bushes. The deer arrived the day before.
I mean, “I go on,” before we come up with a new marketing strategy and a great plan, he may not have anyone to sell to. Plus, these are all things you have to do anyway. Or have you heard about any marketing that will rely on dirty shelves and the floor. Trampling? ”
Finally, Ms. Markevishkova admits that the details also deserve her attention. I kind of doubt that waiting for order is just a way to avoid an immediate decision. Obviously, she’s not entirely convinced that all of these changes are really necessary. So I asked her if she knew the term boiled frog syndrome, and when she shakes her head explain to her:
“The frog sits in a bowl of water that is slowly heating up. The temperatures are rising, the frog is not feeling well, but it can still be tolerated. So it does nothing.
So I write on a sheet of paper all the minor shortcomings I noticed, and ask one by one if they can be ignored – say in the future. The result is clear (and I expected it in advance): you can’t just wave your hand to a detail.
So I suggest not wait for a marketing strategy, however They got into the details right away. After all, whatever conclusion we come to, it will always be necessary to include these modifications in it.
Bailout Plan – How The Store Saved Us With Lehits
So I summarize what needs to be done. Ms. Merkavishkova will receive training focused on people leadership. Then comes the role of organization in the company. We will assign an important role to the buyer in these changes, as he is a skilled person at the same time and we may change his decision to leave. Meanwhile, we will set up a procedure to find out which customers are visiting the store and what they want. This is the basis of our marketing strategy. I suspect in advance that it will Better focus on majorsAnd snacks, but also paper and other fast-moving assortment. But we will only decide according to the results.
From the outset, minor defects removed will be identified. The vendors we post will at least feel that something is happening and that they are part of these changes.
“It might be for the better,” says Ms. Markvikova, who remains skeptical. And the training that we start on Monday includes a psychological readiness for change. The store owner clearly needs to inject energy into the veins and add a little zest. But we can do that.
(The people in this story are fake. But the problems and solutions are real.)
Why subscribe to newsletters for intuitive marketing
Because 99% of the information contained in it is practical inspiration and instructionHow to do business and market differently, with more success, while saving costs. You can use it on the day you read it in the leaflet and not waste time.