La Natsu Bell: The Key To "Shop Partnership" Is "Rule By Man".

The unfair distribution of interests under the affiliate mode can easily lead to inconsistency between online and offline consumer experience, which will be bad for the brand in the long run.

And La Natsu Bell's all channel strategy comes from its 7893 direct outlets. The whole channel pformation led by it led the industry from "terminal to King" to "

The pformation of the "King", and the positioning of enterprises, the establishment of channels, logistics and distribution, and organizational structure, all need to revolve around the needs and habits of consumers.

Thousands of stores across the country, how to achieve effective unified management? I am afraid no less than the test brought online and offline.

In the operation of stores, La Natsu Bell introduced the "shop partner system".

The pilot system at the end of 2014 has achieved results so far.

La Natsu Bell's latest financial report shows that at present, it has successfully launched a store partnership system in all 31 provinces, municipalities directly under the central government and autonomous regions, accounting for about 76% of the existing retail outlets.

In the future, salary and motivation will be increased in various functional departments.

The cumulative sales volume of La Natsu Bell's pilot retail stores also increased by about 5% in June 2015 compared with non partner stores.

Hu Gang believes that the partnership system is very hot in the current domestic entrepreneurship system.

For garment enterprises, the larger the discount, the higher the proportion of the cost of the enterprise, the smaller the profit space.

La Natsu Bell's shop partnership system helps to help store managers and salesmen turn from "sales" indicators to "cost" and "profit" indicators.

Reflected in the assessment system, that is, store managers and shopkeepers sharing shop management results, is a positive incentive mechanism.

but

It does not agree that shop partner system is a kind of disguised open alliance.

"The purpose of shop partnership is to enable employees to realize that they are the operators of the stores, enhance their sense of belonging and enhance their initiative, creativity and responsibility."

He said.

The implementation of such a system, Hu Gang said, before the shop manager on a shop marketing, cost, employment issues and so on, usually do not care enough, and the new system design is to within a feasible scope to store partners with greater responsibility and right space, enhance the management ability and business vitality of shops, to achieve maximum performance.

In fact, active marketing and maximizing performance are also what La Natsu Bell, who has been pursuing cost control and profit, relies heavily on.

However, for the partner system, behind the mechanism is "human".

The problem can not be ignored either.

Hu Gang gave some countermeasures from the aspects of distribution mechanism, talent management and system structure.

One is to prevent the distribution of the original interests, so that the income of the shop assistants will be linked to the performance, that is, the allocation of personal and organizational profits from the incremental profits, and encourage the competent people to get more work and more money.

At the same time, we should avoid the enthusiasm of employees for public affairs due to encouraging individual performance.

Two, from the perspective of independent accounting, the training of salespersons' sense of business and awareness of income increase can be developed from "traders" to "traders". During this period, relevant training can be introduced.

The three is to raise risk awareness. In order to prevent the manager from damaging his own business, he can set up posts in different stores and set down the minimum number of staff.

Even if the sales revenue of the store is stable, if the management is not good, it will lead to a decline in performance. In the short term, every salesperson's income is raised, but with the decrease of staffing and the decline of service level, the loss of the old customers will be very serious, and the final interests will be damaged.

The four is to improve the management level of the store manager, so as to learn the system of "switch from headquarters to shop leading", that is, "star shopkeeper" system.

For a "star shopkeeper", the provisions of UNIQLO are: thinking about the sales plan fully, making efforts to improve customer satisfaction, creating a shopping mall without loopholes, rewarding and punishments, and responsible for the growth and future of subordinates.

The five is to expand the scope of authorization and mobilize the enthusiasm of the store manager.

If for the "star shopkeeper", the headquarters of UNIQLO will decentralize the important powers such as inventory adjustment, shop display and branch store rights, and directly link the business profit objectives of the branch with the bonus, and will also strictly screen from these "super store managers". The best will become the core manager of the Yi Yi library, or become the future leader of the headquarters.