With many crises, how can small and medium-sized chains use their teams to spell out "new competitiveness"?

Amity is the store manager of the K chain drugstore.
In the past two years, the sales growth of the store has been weak.
The planned promotional activities were disrupted due to the sudden epidemic situation, coupled with the continuous mergers and acquisitions of large chains, and the chains that have strategic cooperation with platforms such as Meituan.
The K chain store, which has always been at the break-even point, has only a few orders per day.
These current conditions make Qiu Yu also in a difficult situation
.
If you were the store manager of the chain, what would you do? In pharmacies across the country, although the share of listed chains is increasing, small and medium-sized chains still occupy a place, and for a relatively long period of time, they will still maintain a delicate balance and symbiosis with large chains
.
However, under the environment of various capitals entering the pharmacy circle, small and medium-sized chains are facing many crises
.
The "pain" of small and medium-sized chains The lower the annual sales of the chain, the weaker the ability to obtain the resources of suppliers or manufacturers, and, in addition to the actual small discounts, it is difficult to obtain additional rebates, and what you get is only a close relationship.
Provided by the variety manufacturers of the cooperative relationship, or some material support
.
For small and medium-sized chains, another constraint is the high cost of management
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The management cost is divided into two parts.
One is that the internal management system is not perfect, and the share of management depends on "people".
, random management, disorderly management and other phenomena, the direct result is low management efficiency
.
The other is that due to the small number of stores, the cost of a single store will be higher when the management costs of the headquarters are evenly distributed to the stores.
When the number of stores increases, the "brain" function of the headquarters will be more obvious, and the benefits will be more generated.

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For small and medium-sized chains, passenger flow is also a pain point, and passenger flow is closely related to price, brand, variety, and service
.
There are many considerations between the gross profit of the category and the cost.
In the real performance of small and medium-sized chains, prices, brands, and varieties often seem to become contradictory and antagonistic relationships
.
In addition, the product line is not accurate, the variety is not complete, and the stock is out of stock, which exposes the lack of management ability of store products, and these have long been straightened out for large chains. .
There are also O2O and B2C.
Whether it is an agency operation or self-operation, small and medium-sized chains are learning.
One of the prominent problems is that the order volume is small.
If you blindly fight for "coupons", it will not last long
.
In fact, there are also many operational skills in online operations, and small and medium-sized chains need to find their own breakthrough points
.
In addition, professional service is also a bottleneck.
How to make customers who come to the store have a satisfactory shopping experience, how to increase the rate of return of customers, how to let employees stick to customers with their professional skills, etc.
These are not only pain points in the industry, but also small and medium-sized chains.
However, some small and medium-sized chains will suffer even more
.
The power point of small and medium-sized chains At present, for small and medium-sized chains, if they want to develop further, they need to be full of energy, work hard, and find their own power points in the competition
.
Strength advantage area: Opening a store can increase the scale, but it must also be done within one's capacity
.
Each chain has its own unique regional "positioning".
Therefore, it is necessary to select the store location based on its own characteristics and spend more effort in the early stage, so that the opened store can exert a positive effect
.
Of course, it is not easy to find a high-quality store location, but first of all, it is necessary to know which one is the key point in the location strategy of the city, district, suburb and town, which is the place where you have the advantage
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Improve management efficiency: For small and medium-sized chains, they are faced with unprecedented challenges in managing team efficiency.
Because of the heavy workload, the work has become more complex and "smarter", and some employees have a weak foundation and can't adapt for a while
.
Under the premise of unchanged personnel, the only way is to learn quickly, repeatedly train to adapt to the requirements of various management positions in new situations, learn to use new technologies and more efficient ways to work, and at the same time improve personal self-management and give full play to the personality of managers Charm to influence others
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Optimizing online operations: For small and medium-sized chains, page presentation skills are a point to learn, such as disease and season, disease and psychology, disease and online consumer purchasing habits, and between diseases and diseases.
The page presentation is also in-depth knowledge
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If small and medium-sized chains have limited operational expertise, they can make up for the deficiency through teamwork.
For example, the operations specialists regularly analyze the page presentation and sales curve changes together with the store’s licensed pharmacists and store managers to find their own chain of customers.
Characteristic, find "advantage products" from price-sensitive commodities and commodities with high volume, and use the team to spell out new "competitiveness"
.
Offline is the home field: For small and medium-sized chains, one thing must always be understood, offline is the home field.
Therefore, it is necessary to make full use of various marketing methods, such as single product marketing, category promotion, experiential marketing, shelf marketing.
, emotional marketing, circle of friends marketing, official account marketing, Douyin marketing, etc.
, each marketing will be pleasantly surprised
.
In addition to marketing, we have worked hard to introduce new products, find good products, enrich categories, strengthen brand product effects, and appropriately increase the price reduction of some products
.
In terms of professional services, in addition to actively carrying out online and offline training, it is also necessary to provide more self-study books for employees, and strengthen follow-up to promote employee learning
.
The strong have a strong heart, and the weak have a weak heart.
Wherever the heart is, there will be people! Small and medium-sized chains must work together and respond flexibly, so that they can be reborn in a complex environment and not be trapped by crises
.