Essentially, they are doing the right things, promoting no-nonsense value for money to a hard core of loyal users, who are perhaps hurting more than most in the current climate. However, the company needs to drive its share price in order to remain autonomous, and independent…
How to help
Every salesman, myself included, ‘knows’ how to run a hotel, a pub, and even a shop.
So what would you do if you were in Dalton Phillips’ shoes? All ideas and suggestions welcome, at least in Kamblog…
For starters:
The one-to-one approach with existing customers, the most valuable asset
- Work on the core users: a basic business-building principle, they are already sufficiently satisfied to visit your store regularly, presumably in preference to other retailers
- Find out who they are, where they live and look after them (social marketing/media, networking, online)
- Treat them well as individuals and they may even tell their friends. In other words, find out why they came in and make sure their needs are satisfied (store-level assortment, availability, instore theatre, shopper-marketing )
- In effect, sell more of their current requirements, where feasible
- Attempt to help them buy appropriate new products, rather than selling to them
- ‘Follow them home’: after-sales checking for satisfaction via e-networking
- Ideally via recommendations from current customers (back to rewarding satisfied current customers)
- Attracting ‘spontaneous’ new custom is too costly and takes longer than you have…
- Shop staff look after 450 categories, a supplier NAM manages three, maximum
- NAMs can generate 20 ideas per category, all they need is access..
- NAMs represent pan-market breadth, in that they know how their categories are sold in most types of outlet, a wealth of insight, available on tap..
- Many suppliers are willing to shopper-market, and want to influence the shopper in the aisle
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