It's a business business and a business business! It is highly probable that the sellers who have just come into contact with treasure hunters will be confronted with a situation in which, after they have carefully selected their own shop for their baby, there are few and few visitors to make a deal, trying to change the situation without knowing where the problem is and where a breakthrough is needed。
Business awareness
The business sense is that one person, too, must first figure out what he/she is good at, and then your intellectuals, your strengths, choose the product, and the chances of success are much higher。
For example, i'm good at brushing, so i have to find something to brush up. For example, i'm good at going straight through low-priced traffic, so find the right product。
You're usually an electrician, and you start with two ideas:
One is technology before product selection. That's what i think;
Another idea is to start with products and then study technology, which i think is much more difficult. The first-class operation is not about giving him any product. It's about making money。
First, because of their level of competence, they are simply able to understand and do not have a comparative advantage. So, i have to avoid the fierce category because i can't compete。
Secondly, it is well known that the billing is an effective outreach method with the lowest cost. The guarantee is that they will not be caught and will not be reduced。
So we all know that it's a very low probability that we'll be able to draw 180 sheets, so i'll have to find a product that'll be able to do 180, which is a small item。
Thirdly, why choose high unit prices? For the following reasons: 1 high unit price product is a high threshold, which is less readily available to the general public; 2 high unit price profits are guaranteed; and 3 high passenger service costs are low。
For the selection, what are the characteristics of products such as "sub-lists"?
Focus on subcategories
It's a small competition. It's a good operation. Moreover, the cost of passenger service may be much lower if the product, at a higher unit cost, has a small general consulting volume。
For example, our 3000 per-carriage price, three orders a day and 300,000 a month, is not as high as the operating requirements。
With an entry-level operation, with simple training, he can basically handle a shop brush + roll-out + sell before sale。
We're usually one person who is directly responsible for everything in a store, and the wage is the bottom-up. Our contribution is 3 per cent of sales, so that a second-rate operation in such a position usually receives more than 10,000 wages。
Although the usual hard work and the weekends are to be sold before the sale, this salary is satisfactory to them, given the low workload。
As stated above, a person who runs a customer service is responsible for a whole shop and can already do 300,000 sales。
At this point, one might wonder if, in this pattern, five shops, five businesses, would be able to do five, and there would be 1. 5 million。
That was no problem, but it would be more exhausting if it were implemented。
First, these five operational approaches are not necessarily all appropriate;
Secondly, it would be exhausting to keep bringing new people, such as the nature of the work, the high level of operation and the waste of talent. It's a small category. Without too many skills, it's not possible。
So, when we're running, we're usually new people, or we're just starting to learn how to run, and the pay is 3,000 floors plus。
The model that we now take is that once the shop that runs our own business is stable, it can be distributed to customers, that is, the company will operate exclusively for another customer service. Release the operation and give it more time to make new shops。
New arrivals, if they so wish, can also follow the practice。
When i'm in the guest service, i'm usually looking for something to do with the work of art, and i'm going to do it for the rest of the day。
It's a minimum pay plus pay, and it's 78,000 a month. It's for the entire store before sale, after work hours and weekends。
Paying is proportional to wages and is generally satisfactory。
In this pattern, if we were to say that we now have four operating + four guest clothes, we can make at least eight such shops, with an average of 300,000 sales per shop, and more than 2 million。
We are also in the process of implementing this item step by step, with initial results。
So i think there are several advantages:
1. Low operational difficulty and good talent。
Second-class operations are paid first-class wages (though hard work) and talent stability is much greater。
3. Multiple shops operate simultaneously, and the stability of sales increases risk resistance。
It's also been a hit route, and if there's a problem, the whole team could be dead. And we're not as capable of blasting as we say, and it's more of a chance to come up with a bomb。
Four, good model, easy team size. The boss will be less concerned. Without fear of brain drain, even if someone resigns, it will soon be possible to recruit one to the top without compromising the overall progress of the team。
Actual operations
This is a general idea, a model, and i'm going to give you a general description of business。
The selection is for the subcategory to be overpriced, and the smaller one to be sold. For example, sales of about 300 could be in the top。
Find the product and do the page up. The main mode of promotion is then billing + straight through. It's usually three or five sheets a day, that's all. It usually stops without a hundred sheets, so the risk of detection is minimal。
It should not be too risky to find a good account, for example, a friend brushing, and then walk away from real logistics. Then, with a simple straight-to-car extension, basically one shop will survive。
With that kind of push, a team gets up。
That's how it works. It's easy to say. It's real. It's a lot of detail。
This is basically the idea above, which is what we wanted to share most this year, and which is not much of a product, but a true stock-taking and sharing of experience within ourselves。
With regard to the selection, my own point:
It's mostly industry-based and then data-based. Let's say, for example:
There's an electric tail door, an electric pedal, a ceremonial drive, a big screen, an exclusive panoramic rollback, and so on, and we're here to check the search index and the sales volume。
Here's the search volume in the business staff:
Then let's look at the sales of the treasures, which are only about 100。
Next, we'll go to the source to confirm the profitability of the product. If profits are good, then products like this can be made. After the operation, a store sells hundreds of millions。
And if, for example, we think of furniture, “office cabinets”, “children's desk”, “children's bed under the bed”, “magic tea table”, “magic table” like these overpriced units, then we can test them in a way that meets our requirements。
The electric tail door on it, the search volume is slightly lower, if there is a 2000-3000 search volume. Such a product would be more desirable if the top few sold around 200-300。
The main method of outreach is billing + direct access. The billings are mainly for the business of looking for friends and friends, and are also more secure。
The best thing is for the boss himself to understand and to prepare himself. This is the wealth accumulated。
In addition, instead of wishing for a big man to run a shop, the shop would be made, depending on the actual performance. Logical thinking was also important, and people with a confused logic could not do well, and attention should be paid to recruitment。
There is also determination and enforcement, which is necessary to make a good shop。
Without the capacity to implement, the best plans would not yield good results。
And there's no determination — then don't talk about it。
