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EVALUATING RETAIL STORES FOR SELLING OPPORTUNITIES

ATTENDEE PROFILE – All sales and merchandising personnel

OVERVIEW

Selling solutions requires that the seller has assessed the buyer’s needs and wants, as well as, potential new needs and wants unforeseen by the buyer. Unfortunately, in the hectic retail sales environment both the buyer and seller can delay up=selling opportunities. In essence, a sales call has become a replenishment order taking process.The evaluation of the potential in each retail store has to be reinserted into the store visit. The salesperson needs to understand the present and future of the store’s business model and demographics.

CONCEPT

In this session we will teach salespeople to look beyond their bias of what they think is the business model of the store such as a beer store, large format store, convenience store etc. This will lead to the discovery of more selling opportunities.

CONCEPT

In this session we will teach salespeople to look beyond their bias of what they think is the business model of the store such as a beer store, large format store, convenience store etc. This will lead to the discovery of more selling opportunities.

ACTIVITIES

The first step is to refrain from selling upon entering the store. Even if the retailer is ready to give the salesperson the order, they should take the order but insist that they want to see if there is any overlooked replenishment items. In both cases the salesperson needs to step back and ask themselves the account’s business model is and can be.

We breakdown the merchandising philosophy which informs the salesperson on the account.

  • Display composition –What are the dominant categories and locations for displays? Do they stack full cases or use risers?
  • Shelving – How would you rate the merchandising organization from well defined to poorly defined?
  • Product mix – Does the beer section have adequate space for craft beer, or cultural beer choices? What is the spectrum of wines in inventory regarding price, origin, sizes? What is the spectrum of the spirits inventory?
  • Cold product – Is there cold wine and or spirits? Are there multiple locations of chilled product. What is the share of sparkling wine, 750 ml and 1.5L?
  • Store inventory – does there appear to be plenty of stock on the shelves and on display. Is it possible to evaluate their backroom stock? If so, can you understand their buying tendencies.
  • Customer communication – How does the store market to their customers? Does the account use shelf talkers or window banners? What is their online presence? Do they advertise in flyers or newspaper or cable TV? Is their staff on the floor on a regular basis, does the store do sampling events?

All these and more can be clues as to the individual business plan under what tendencies the account pursues.

EXPECTED OUTCOMES

employees identify more possible opportunities to sell more items, more facings of the right brands in the right accounts. Salespeople learn to dive deeper into their routes for distribution.

SUCCESS VISION

A distributor that constantly improves depletions from education and investments in distribution drives and programming.