Interpretation Of Youngor Terminal Operation From Hangzhou Flagship Store

This issue will focus on Hangzhou Youngor The brand flagship store is the first place to open the topic and interpret Youngor's exploration in brand terminal operation.

Tong Haiduo, the store manager of Hangzhou Youngor brand flagship store, has had many feelings since its opening on January 15. For large flagship stores with a business area of more than 1000 square meters, the pressure on sales performance has multiplied. In the first six months, the store's operating revenue accumulated to 16.65 million yuan. After more than half a year of trials, the ship began to accelerate.

Gao Yali, the general manager of Hangzhou Company, said bluntly, "The social benefits it brings to brand development are far greater than this." Wulin Business District is one of Hangzhou's business centers. It is crowded with shopping malls and people. Thousands of tourists from all over the country come here every day. Youngor invested 450 million yuan to build a giant flagship store on Yan'an Road, where land is scarce and money is scarce. As soon as it opened, it became a blockbuster news highly concerned by the industry. In the following months, the store successively launched the activities of "delivering shirts to my father", such as the full moon of business, the shirt festival, the pants festival and the Father's Day, and actively injected cultural and emotional experience into the marketing activities, so that the brand has the power to reach the hearts of the people. This concept not only rapidly improved the reputation of the Youngor brand, but also formed a good cluster effect with the surrounding malls, It has won praise from all parties. Many consumers expressed their views through microblogs: "As a new face of the brand image, large-scale flagship stores have changed people's previous impression of the brand." Many businesses commented that "Hangzhou Youngor brand flagship stores have established a new image for Youngor in Hangzhou and even in East China." In Hangzhou, Youngor has established a new brand coordinate.

Because of its size, leaders care, shopping malls, media and consumers care, the flagship store is equivalent to wearing the halo of "high-tech comprehensive development zone". Only when it is big, it bears the heavy responsibility of being strong. The development idea of Hangzhou Youngor brand flagship store is to train internal skills and transform advantages into strength. The advantages are obvious, Youngor clothing The holding company started from the order meeting to conduct product sampling specifically for large stores. Hangzhou arranged flagship stores to pilot and promote the new system. The product logistics department set up a docking department to serve it. In Hangzhou branch, the brand flagship store became the core of brand operation, publicity and promotion, which provided support for its "strength".

Create brand service benchmark

Having spent many years in shopping malls, Gao Yali, who has rich management experience in retail terminals, said frankly that managing this flagship store "is an unprecedented challenge". This brand flagship store has a business area of more than 2000 square meters and five brand special halls, which makes the management of the flagship store more complex and challenging than the management of a single brand exclusive store. Hangzhou Branch positioned the flagship store as "brand experience service", and the personnel management system also started from "one-stop FA (fashion consultant) service". When entering the flagship store of Hangzhou Youngor brand, in addition to the dazzling array of goods, consumers can also feel the meticulous and considerate service. Tong Haiduo, the store manager, said: "When a customer comes in, from greeting to product introduction, combination sales to seeing the customer off at the end, a salesperson will be responsible for the reception. He should not only have sales skills, but also be familiar with the products of each brand. This has virtually improved the requirements for the personal quality of the salesperson."

In China, few brands can really provide one-stop service“ major suit ”Patents. Tong Haiduo, the store manager, said, "Customers not only come to buy products, but also service and environment. These are the feelings that our brand conveys to customers. As a flagship store, we should do our best in all aspects."

It's really not easy to do this. For the shop staff, there are five brands in the shop, six series of products in YOUNGOR, and multiple functional product series for shirts alone. There should also be new changes in store management. In order to facilitate the choice of consumers, the store has added "post it notes" to the products, describing the product features, main functions and styles one by one, so that FA can accurately introduce the products. In addition, the standardized goods management system is implemented, and the clerk is selling one clothes After that, replenishment must be completed. In fact, the Hangzhou flagship store's approach is to cultivate employees' brand service awareness through strict standard requirements. They believe that "the most important thing in store management is to cultivate employees' awareness. From the awareness of service etiquette, to the awareness of team cooperation, and the awareness of data analysis, FA will make progress in sales if these considerations are added to daily sales."

Great leap forward in retail management

In the flagship store in Hangzhou, a theme activity will be held every month. In July, the theme is to improve display, in August, it is to train sales skills, and in September, it is to arrange autumn product knowledge learning. Such theme month activities are planned by the branch company in a unified way, including all details in store operation and management. Tong Haiduo said that to do a good job in the management of the flagship store, we should pay more attention to the details. Such details are numerous, ranging from the classification of goods in the warehouse to the promotion of new product function identification, from sanitary work to energy conservation and consumption reduction, from service etiquette to data analysis

Here, the sales performance of each salesperson is transparent. There is open competition among individuals, teams, and counters. Rewards are given to individuals with outstanding performance every month. The incentive mechanism is set with both sales ranking and single indicators such as "combined sales ticket volume" and "monthly best service", and the goal ultimately points to individuals. In a few months, every clerk has become a product expert. It is easier to be a fashion consultant. The more important change is that with the improvement of sales, the income of employees has also increased, and the atmosphere of solidarity and cooperation has gradually formed.

Hangzhou brand flagship store is gradually realized through such refined management retail The new leap of terminal management will explore a new channel operation mode for the implementation of Youngor's multi brand strategy. A flagship store is gathering wisdom and strength to look at the new future on the shoulders of former people.