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探討門市內的效率。

學習目標：讓你明白為何你與門市的組織對於滿足顧客需要如此重要

為讓顧客感到，你每天都有許多工作要做。

以下為大略實例清單。請按一下圖片。

你必須要有良好的效率才能以最佳狀態執行工作。

有效及有效率之間的差異在哪？

對迪卡儂人來說，效率的定義為何。

效率是要 ...

針對...

讓我可以節省...

並讓自己更...

「效率」重點在於運用我得到的資源做到最迅速、省時並讓自己能為顧客及運動愛好者們提供更多服務。

「效率」重點在於運用我得到的資源做到最迅速、省時並讓自己能為顧客及運動愛好者們提供更多服務。

「效率」重點在於運用我得到的資源做到最迅速、省時並讓自己能為顧客及運動愛好者們提供更多服務。

效率的主要原則

你是提升效率的最重要角色：

回顧：

• 若你衡量自身決策帶來的影響
• 若你在搬動與移動量最少的情況下執行工作。
• 若你將最多的時間保留給顧客、運動愛好者們。
• 若你發現問題並將其化為解方。

回顧：

• 若你衡量自身決策帶來的影響
• 若你在搬動與移動量最少的情況下執行工作。
• 若你將最多的時間保留給顧客、運動愛好者們。
• 若你發現問題並將其化為解方。

回顧：

• 若你衡量自身決策帶來的影響
• 若你在搬動與移動量最少的情況下執行工作。
• 若你將最多的時間保留給顧客、運動愛好者們。
• 若你發現問題並將其化為解方。

現在你明白效率的重點為何，以下是三個你現在就可以採取的措施。

1/ 無顧客區的效率

對於沒有顧客的區域，你應該讓花費在那裡的時間越少越好。

2/ 有效率地將產品放回架上

研究門市內的部的主要流程：「從物流車到上架」中間的過程。

3/ 有助效率的日常工具

你手邊需要有合適的工具。請按一下以下工具深入了解。

你的背心除了讓顧客能注意到你之外，如果有配備以下工具也能提升你的效率：

• 一把美工刀（黑色的安全美工刀）
• 一枝筆
• 一部更新過且充飽電的裝置
• 一些束線帶
• 一個識別證

• 可以讓你隨時管理庫存、提升銷量、將銷售與其他工作同步進行。
• 每天結束後請務必收好並正確充電。

• 可以讓你將所有停售產品一次標示起來，且可以更新多種標牌的價格樣式，不用重新列印標牌。
• 使用後請記得歸位。

• 你可以在裡頭找到執行商品正面朝外工作所需的各種工具。
• 每天結束後請務必摺好並整理好，確認沒有缺少東西。

總結：

你現在懂效率的意義了！

你現在明白可以準備哪些措施了，現在我們請你在本研討會的協助下向主管簡報你學到的知識。

The Effistore 網站可提升你的效率。

感謝你的參與。

你可以參加其他單元或訓練課程繼續學習。

遠距銷售

Afin de rester informé de manière constante dans le temps, gagner du temps, éviter des déplacements, ou pour avoir accès à des produits non disponibles hors magasin, la vente et le conseil à distance connaissent une croissance exponentielle.

我們的顧客如何聯絡我們尋求協助？

請連上網站了解運動顧客們可以如何與我們聯絡。

請按一下每張圖片瞭解不同的重點。

如何遠距解答顧客的問題

我們從產品面、門市頁面、聯絡頁面、Facebook 或 WhatsApp 收到的均屬於非同步訊息（顧客得容忍在收到回覆前會有一段時間延遲）。

我們在即時交談中收到的則是顧客希望能即時獲得回覆的訊息。

顧客從門市頁面收到的訊息會在 Cube in Store 中回覆。

顧客服務中心會回覆透過即時交談收到的訊息。

為何運動顧客會聯絡我們？

我們的顧客會聯絡我們查詢門市營業時間、詢問如何將產品退貨、詢問庫存量、...，而且越來越多人會在購買前透過這種方式尋求建議。

適切地回應顧客訊息

不虛偽。顧客必須有如同在門市面對面一般的體驗。

微笑、精神奕奕、活潑、好相處... 不要制式用語，我們不是機器人，應該依不同顧客做調整。也就是說，我們不講求正式，而且可使用笑臉圖案。

要懂得因人而異、不失禮。

而且在即時對談中快速回應。

在幾秒內就要回覆（就像在門市面對顧客時，我們也不會沉默以對，也不會把他們晾在那裡一樣）。

為何要做遠距銷售？

遠距銷售可讓顧客不用到門市一樣可以獲得銷售人員包括建議到付款等方面的協助。

因為部分顧並不想跑一趟門市，但仍然需要來自團隊人員的建議。

我們的角色就是要為他們提供創新且令人驚豔的服務，讓他們隨時隨地都可以購買產品。

其他零售品牌已經有在提供這項服務了。所以我們也必須趕上這種新興的消費習慣。

本訓練課程將幫助你透過不同的形式完成銷售工作：簡訊、聊天軟體、電話、視訊通話，並且要在門市以外地點進行。

在這類遠距銷售的形式中，一樣會有「銷售步驟」、「訂購」、「交貨」、「付款」等工作。

我們必須為自己增加「遠距銷售」的能力。

我們現在要來談的是會用到遠距銷售步驟的銷售方式。

請按一下各圖片來探索這些遠距銷售步驟。

運用即時交談、Messenger、WhatsApp、簡訊或其他方來有效的執行這些步驟，因為遠距銷售講求迅速，甚至要非常迅速。

1/ 用充滿活力且有禮貌的方式歡迎顧客，展現出你樂於協助的態度。

例如：你好，我叫 Daniel，有什麼需要幫忙的地方嗎？

1/ 你必須很快速地理解到顧客的計畫與需要：他們想要用產品來做什麼，因為在遠距銷售過程中不宜提出過多建議。

可問一些問題，像是：

• 你幾歲呢？
• 你想要拿來做什麼用？
• 你是否已有在考慮特定的產品？

2/ 透過重述的方式確認你的理解正確： 「如果的理解正確的話，你在找的產品是 ....，而且你已看過 ...」

3/ 若你無法回答，可將問題轉交給適合的同仁解答。

在遠距對談中，你必須要講求效果：

1/ 如果你是可以為顧客解答的人，請向對方自我介紹。範例：我是 Paul，我會為你提供協助。

2/ 展示最符合顧客需要的產品。你可向他們分享網站的產品頁面、照片 ...

3/ 提出附帶銷售的建議（視需要））

4/ 向他們確認他們所做的選擇是否正確，可再次提醒他們最初的需求為何。範例：這個產品就很適合你對於....的需要。

請注意，因為你並不在顧客身旁，所以不要提出太多建議，否則可能會讓顧客更加迷惘。

記得你在做的是銷售！只要對方同意你提議的產品，就可以建議幫顧客訂購。範例：這類產品符合你的需要嗎？我可以幫你訂購！

1. 若顧客告訴你他們會自行完成訂購步驟，你可以建議對方讓你繼續保持對話，以便他們需要時可以提供協助。
2. 若你的顧客請你幫忙訂購，則請向其說明你會幫他們建立訂單，並傳送一個連結給他們讓他們進行付款。

建立訂單並傳送付款連結：

範例：

- 可否給我你的電子郵件或行動電話號碼，以便幫你訂購？

- 你希望用那種配送方式？（門市、定點取貨，或宅配）

- 以下為付款連結。

-- 請參閱「使用 Cube in Store 訂購」一章

1/ 確認你已滿足顧客的所有需求。

2/ 祝他們能對產品感到十分滿意。

3/ 邀請他們上迪卡儂網站探索更多服務與產品。

4/ 有禮貌的結束整個過程：

範例：希望你使用產品時非常滿意，也歡迎你有任何意見都提供給我們，希望很快能再次為你服務。

為顧客提供協助訂購的服務

遠距銷售的目的是要向顧客銷售產品。請按一下各個步驟，了解從建議到訂購的過程中，如何依顧客的回覆採取行動。

顧客可自行到我們的網站上訂購

顧客可自行使用迪卡儂應用程式訂購

顧客希望你幫忙訂購

1/ 建議他們讓你保持通話直到訂購完成：「若你想訂購的話真是太好了！如果有任何疑問我都會在這裡協助你」

最佳作法：將產品代碼傳送給他們，加速他們訂購並試著讓客戶向你確認他們已完成訂購，同時祝他們在使用產品時能感到十分滿意。

就像之前說的，建議他們讓你保持通話直到訂購完成：「若你想訂購的話真是太好了！如果有任何疑問我都可以在這裡協助你」

最佳作法：將產品代碼傳送給他們，加速他們訂購並試著讓客戶向你確認他們已完成訂購，同時祝他們滿意。

你連線到 Cube in Store 為他們訂購（產品與配送方式），再將付款連結傳訴給顧客，讓他們能輕鬆完成訂購。

在 Cube in Store 中訂購。

遠距銷售的目的是要向顧客銷售產品。

因此，在對話過程中，當你來到銷售步驟 4 時，請開啟 Cube in Store 並執行線上訂購，讓顧客可以使用你傳送給他們的付款連結付款。

選擇產品

選擇會員帳號

選擇配送方式

1/ 按一下頁尾處的「加入購物籃」將產品加入到訂單中

2/ 接著到「購物籃」並按一下訂購

請注意：若倉儲中沒有該產品，便會無法加入。

顧客必須要有會員帳後，你才能夠訂購。

若他們沒有帳號，你可幫他們建立。他們必須要到收到的電子郵件中確認才能進行付款。

1/ 選擇顧客想要的配送方式。這取決於門市以及網路倉儲（請參閱下一張投影片）的庫存量

2/ 接著按一下「繼續付款」

請注意：確認顧客的地址是否正確

選擇付款方式

傳送付款連結

選擇「行動支付」

有兩個選項：

• 按一下分享並選擇你要分享連結的裝置。該連結便會自動傳送給顧客讓他們完成付款。
• 請至「訂單」功能表，並按一下「為訂單付款」。你會有一個訂單編號，請將它加到以下URL的最後面：https://www.decathlon.fr/checkout/payeorderld=

範例：若訂單編號為 fr911235189，那麽請傳送：https://www.decathlon.fr/checkout/payeorderld=fr911235189

若顧客確認付款的時間太久，那麼他們會收到以下訊息：已逾時，你的付款方式已無法變更。

此時，顧客必須到門市付款才能完成訂購。

請在第 15 天將傳送給顧客的訊息刪除（GDPR）

配送建議

依網路倉儲與門市的庫存情況不同，你共有 3 種配送選項。

若網路倉儲庫存狀態為 OK（有貨）且門市庫存狀態為 OK（有貨）

若網路倉儲庫存狀態為 OK（有貨）而門市庫存狀態並非 OK（沒貨）

若網路倉儲庫存狀態並非 OK（有貨）而門市庫存狀態為 OK（沒貨）

你可於 Cube in Store 將商品加到購物籃中。

你可建立線上訂單並建議配送方式為：

• 標準宅配
• 定點取貨
• 48 小時門市取貨
• 1 小時門市取貨

你可於 Cube in Store 將商品加到購物籃中。

你可建立線上訂單並建議配送方式為：

• 標準宅配
• 定點取貨
• 48 小時門市取貨

你可於 Cube in Store 將商品加到購物籃中。

將產品清單頁傳送給顧客，並建議他們在網站上訂購。他們僅可選擇 1 小時門市取貨的配送方式，且必須至有貨的門市。

顧客遠距提出請求或預約（實體或遠端）時我們該怎麼做？

現在，我們的顧客能透過不同方式與我們接觸：

• 實體：顧客前往我們的門市
• 實體或遠距：顧客預約親自前往門市或進行遠距聯絡。
• 遠距時：顧客會透過訊息服務、門市頁面或聯絡頁面（透過 Cube in Store 管理）或即時交談與我們聯絡。

不論如何，我們都可以透過連線到他們在 Cube in Store（主控台／運動愛好者）的帳號中取得顧客的個人檔案：他們從事的運動、最近一次看過與購買的產品等，我們可取得能幫助我們解答或預測顧客需要的資訊。

由你決定！

你已完成訓練。

你已得到所有與遠距銷售有關的知識。

現在最重要的便是學以致用！

記住，遠距聯絡不僅是與顧客接觸的方式，更是一種銷售的選項。

運用不同手段讓全通路銷售與顧客關係等方面有更好的表現

87 % 的顧客在前往門市前會先上網研究

73 % 的顧客在購買前會先看過多家通路

75 % of 的顧客希望在通路間能有無縫銜接的顧客體驗，讓他們不用整個購買過程重新來過一次

從銷售產品到銷售個人化的運動解決方案、體驗（例如產品、服務、內容、社群等）

從實體銷售到全通路「門市內」（實體 + 數位）+「門市外」（所有來自門市以外的地方）銷售

從透過門市銷售到在不同據點或合作夥伴...（店中店、活動、商城、運動社團等...）中銷售

從面對面到遠距銷售

預約一位專業的銷售人員

預約前往門市的時間

迪卡儂是一個全通路零售品牌：選擇的策略是在不同的通路（包括數位與實體）中，以完全互連的方式中配銷，進而將顧客的購買體驗最佳化

另外還選擇要將商業策略更加深入：我們銷售運動用品，但我們也做服務、提供個人化體驗，並與運動人員們建立社群連結...

最後，這讓我們的銷售方式有了轉型：我們讓運動不論門市內外都能無所不在（例如透過適合的合作夥伴、商城...）。

這項轉型對迪卡儂的好處

提供顧客多樣化的銷售據點能確保更多的銷售營業額。而不會僅限於門市的銷售營業額。我們現在不論門市內外都有零售服務。

我們讓運動更貼近顧客的「生活圈」：門市內、社團、當地合作夥伴...讓我們有很大的機會能夠滿足運動愛好者的需要。

迪卡儂透過所有銷售通路與顧客密切接觸，藉以更加了解他們。尤其他們與我們分享的資料更是寶貴。因此，讓我們每天都能在滿足顧客需求上做的更好。

你身為主管的角色是要發揮個種手段來領導銷受團隊

你必須明白業務模式轉型會影響我們的門市內銷售方式（例如銷售服務、遠距銷售、建立不同通路的卓越顧客關係...）。因此，要發展不同技能並好好表現。

為支援轉型、發展出「考慮到全通路業務」的心態，並讓銷售團隊表現出色，我們建議以下 3 個步驟：

找出所有能讓我支援團隊成員表現的手段

對目前的管理方式進行檢討、訂出行動方案

讓團隊成員表現有所成長

門市內實體銷授仍就是主要的銷售通路

顧客仍會到門市購買：因為可以立即拿到產品、可以實際看到與摸到產品、能當面與銷售人員討論讓自己更加安心等...

所以請務必提供協助、傾聽顧客以找出顧客真正的需要、建議最符合他們需要的解決方案；你的團隊成員在銷售與取悅運動顧客方面扮演了重要的角色

網路販售是我們在銷售營業額上排名第二的銷售通路

包括尋找技術資訊、查看評價、依需要調整配送方式等，線上購物已成為顧客日常生活的一部分

線上購買可透過網站或迪卡儂顧客應用程式進行

這樣的購買行為也在我們的團隊成員與顧客之間產生許多種互動：門市取或、訂單追蹤等...

* 若需要更多這類互動的相關資訊請 按一下這裡

由於這次的疫情，遠距銷售正面臨指數成長

不論是透過門市或開放式與封閉式的接觸點，越來越多的零售行為已不再是面對面完成。我們必須在整個數位的過程中確保能提供與在門市內相同的高標準建議與支援

包括透過電話、線上交談、簡訊、Cube in Store 中的訊息功能等，我們都必須要能協助顧客成功完成交易

這種銷售方式在 2020 年便於法國產生了超過 30 億歐元的營業額

跟遠距銷售一樣，預約式銷售也一飛衝天：透過預約的方式與銷售人員接觸取得購買產品、服務或解決方案等支援。這種購買習慣已逐漸成為一種必要的服務

預約接觸可採用面對面或非實體的方式進行，全取決於顧客的喜好。這是一項具很高價值的服務：

• 它可以讓我們 100% 找出我們的顧客並產生資料
• 它可以讓我們連線運動愛好者們的帳號以事先預期他們的期望，並將我們提供的產品、服務或解決方案個人化
• 它可以讓我們與運動顧客們保持聯繫並持續銷售，即使我們的門市有部分或全部暫停營業也沒關係

要提供這項服務，你只需要啟動 Booxi 應用程式（與我們用於維修站預約相同的應用程式）

想知道所有與此服務有關的知識（啟動、設定我們團隊人員的預約時段、顧客歷程等等）。
請按一下這裡

若要前往門市必須透過預約時段的方式，請啟動本服務。要深入了解本服務，
請按一下這裡

找出有正確能力可達成任務的團隊成員。

這種人必須要是高度的客戶服務導向、有業務觀念、善解人意、能適應數位化的時代

更重要的是，若要仰賴他們進行遠距銷售，那他們還必須要有效率，並具有良好的口說與書面溝通技巧

你的角色之所以重要是因為你要負責：

• 決定並啟動最適合顧客、能讓你產生更多銷售營業額的銷售型態
• 預測你的活動以確保有足夠的人力資源可以支撐
• 對各種銷售型態準備好適合的人手
• 妥善管理讓一切能有好表現

你要確保人員規劃能符合顧客預期。

你必須視需要做組織調整。

你要找出具有第 2 級建議與支援能力，以及「書面溝通能力」的團隊成員，以便能放心將任務交給他們：例如「啟動線上交談」任務。

若你將這些銷售型態全部建立起來，那就要做好宣傳，讓顧客能夠去使用

另外一個因疫情而興起的服務就是數位化顧客等待時間管理。它讓我們可以提供一套快速又靈活的預約系統，以管理顧客對門市內任何人員的等待時間，以便：

• 將門市內的人流最佳化，以防止顧客久候（對我們的顧客與團隊成員都會產生壓力）。

• 讓顧客在等待過程中可以繼續夠買

• 避免壅擠，這樣會破壞我們的服務與顧客形象。

若要深入了解與此服務有關的資訊（啟動、設定、顧客歷程、等等）
請按一下這裡

你可以按一下頁尾處的「繼續」按鈕前往下一步

提供顧客到門市取貨的選項

有 2 種選項：

48 小時 門市取貨：由物流部門備貨並配送到門市

1 小時門市取貨：由門市內的團隊成員備貨

透過遠端協助的方式讓自己與顧客保持聯絡

這項功能可讓我們的顧客以非當面的方式與我們聯絡、詢問問題，或是單純提供意見給我們。

此功能讓我們可以：

• 輸入顧客資料以提升他們的購買體驗以及運動活動
• 讓我們連線到他們的帳號以便解答問題（例如購買歷史記錄...）

請注意：若未在 IT 系統中確認交貨，可能會有顧客保留產品，但要求取消訂單並退款的風險。

IT 系統交貨會將訂單關閉並確認顧客有取得產品

由門市取或（C&C）產生的銷售營業額佔年度總營業額的 12%（在 2020 年時佔 5%） - 2021 年 3 月

C&C 訂單在同期已成長了 2.5 倍

1小時 C&C = 營業額 x 3.3（平均每單金額已從 42 歐元成長到 52 歐元）

C&C = 營業額 x 2.3（平均每單金額已從 88 歐元成長到 120 歐元）

你身為主管的目標是要：

• 確保做到良好的 C&C 管理：收貨、即時備貨、交貨給顧客
• 確認團隊成員有經過完整訓練能管理 C&C 訂單
• 確保團隊成員能購解答顧客的訂單相關問題

若顧客選擇 48 小時門市取貨，則會由物流部門備貨並寄到門市

因此取貨是訂單中的必要動作。

這個步驟會產生一封電子郵件，通知顧客訂的貨已到門市可供取貨

這個步驟可讓我們知道顧客已取貨。

若顧客選擇 1 小時 C&C，則會由門市備貨

門市會收到通知（顯示在 CubeInstore 中）表示有訂單需要備貨。

團隊成員有1 小時可準備及提供給顧客。

請注意：若產品沒貨（例如庫存盤點問題、產品剛賣掉...），則可建議替代產品並聯絡顧客取得同意

若訂單準備好了，我們可以：

• 刪除一個或多個品項（進行顧客退款）
• 變更宅配的配送地址

我們可連線到顧客訂單以通知顧客訂單狀態（物流準備情形、已配送等）。

門市會收到通知（顯示在 CubeInstore 中），表示有訂單需要備貨。

團隊成員有1 小時可準備及提供給顧客。

請注意：若產品已出貨，則僅有 COP 或顧客服務中心能提供訂單狀態資訊

若物流尚未將訂單準備好，我們可以：

• 刪除一個或多個品項（進行顧客退款）
• 變更宅配的配送地址

若一項產品在你的門市中沒貨但倉儲中及另一家顧客方便取貨的門市有貨，你可以讓顧客到另一家門市進行 1 小時門市取貨。

銷售營業額會記在你的門市上而另一家店則會有備貨補償

零售越來越多採非面對面的方式進行。

2020 年我們在 Cube in Store 中就收到 204,600 則遠距訊息。

產生的銷售營業額，光計算來自產品頁面由具有迪卡儂帳號並在購買時經過確認之顧客所提的問題，就超過 30 億歐元

平均回覆時間為44 小時

我們的非面對面顧客會需要建議、支援、協助，且他們期待能有跟在門市內面對面相同的體驗。

身為主管，你的目標便是要：

• 調整組織以確保所有非面對面的問題都能在最短的時間內受到檢視與解答。
• 確保你有正確的人員能處理非當面互動（好的書面溝通能力、提供實用的解答、處理整個數位過程直到傳送行動支付連結等...）
• 管理轉換 = 在與負責的團隊成員單獨開會時匯報、連線至顧客的帳號，做好將他們需求與非當面回覆轉變為銷售營業額的事前準備。

請注意：系統化連結顧客的帳號已成為預測與回應顧客期待不可或缺的一部分，例如 Séphora、Apple、Nespresso...等都有這麼做

登入 Cube in Store 的會員帳號可讓我們找出他們上次檢視的產品、配送地址、偏好的運動等。這麼做是很重要的，可防止顧客有在網站上看過特地產品的尺寸與顏色，但顧客卻不記得了...

如此我們便有辦法可以幫助他們

分辨顧客將關係個人化是很重要的。

我們有 1,900 萬個迪卡儂帳號，但其中僅 3 百萬的帳號是聯絡的到的

有了 Cube in Store，我們就可以連線到會員帳號，以幫助預測他們的需要並充分滿足他們的期待

身為主管的目標就是要教導團隊人員，讓他們：

• 養成詢問顧客是否有帳號的習慣
• 在顧客沒有帳號時能幫忙建立帳號
• 在銷售過程中系化地連線至使用者帳號以預測顧客的期望及建立個人化的顧客關係

這項功能讓我們：

• 可以為顧客或企業建立帳號
• 修改、更新帳號
• 連線至會員帳號

此動作讓我們可以：

• 為在迪卡儂網站或行動應用程式上提出問題的顧客提供解答
• 將問題轉發給另一家門市
• 將問題轉發給 CRC
• 回覆顧客的評論。（不論好壞，我們都必須回覆所有的評論，這樣可提升顧客的滿意度）

此選項可讓我們在對商品卡的供應情況或餘額有疑義時，能夠新增或通知顧客。

這也可以透過顧客的帳號完成

此選項可讓我們掃描或手動輸入銷售收據，以便在客戶要求時寄出發票

你現在已注意到全通路零售的發展以及你擁有的解決方案了。

你是否有用不同的手段來提升銷售人員表現？我們建議你對現有組織進行檢討，以了解自己的強項，並在遇到需要改善的地方時啟動行動方案：

銷售團隊診斷

這個診斷的目的是要讓你能正確看待每件事：

• 你的員工規劃是否與銷售營業額曲線相符？
• 你是否有能夠滿足顧客期待的適當組織？
• 你是否有適合的人能執行這些工作？
• 你是否有管理好門市的「黃金時段」？
• 你是否有在與團隊成員的個別會議中匯報銷售情況？
• ...

方法：

對表現不佳的 KPI 進行檢查。

在檢討結束時，你必須定義出：

你對於重大銷售日期的計畫，例如：

• 匯報之前銷售尖峰的強項／弱項：要讓下次尖峰期能成功所需的決策
• 已達成的目標以及要讓下次尖峰期能成功所需的決策
• 你的員工規劃：一個與銷售營業額相符的員工輪值曲線，
• 組織：在對的時間有對的人（在銷售營業額尖峰時段安排最好的銷售人員）、每個人要負責取勝的項目（各司其職）、做好區域分配，確保所有走道都能顧到、1 小時門市取貨管理、...
• 挑戰銷售尖峰並讓每個人的角色相互協調（門市主管、專櫃經理、隊長、銷售與客服）
• 透過介紹活動提升產品與服務銷售表現
• ....

現在我們已看到你的角色在以下活動的重要性：

• 支援團隊成員的全通路變動管理
• 啟動最適合顧客需要的銷售型態
• 檢討是否有善用你的銷售團隊。

我們將在本章研究如何個別或以團隊方式激勵你的團隊成員：

個別

你應該採用哪種個別指導形式來提升全通路銷售與顧客關係？

• 定義每位團隊成員：
  
  • 在這個使命下的任務與責任。
  • 他們的職責必須產生的具體成果
  • 主要的 KPI 讓他們明白自己的貢獻對達成目標的幫助

例如
「Daniel，你的任務是要讓顧客滿意」
「在這個任務下，你的責任是要：掌握所有能提供給客戶的銷售解決方辦、遠距銷售的支援與銷售，以及回覆顧客的評論」。
「你的目標是：將銷售營業額提高 10%，回覆 100% 的顧客評論，並提高滿意顧客數 10% 以達到 65%"

• 請依團隊成員的責任與 KPI 調整你的指導方式

• 運用滿意的顧客關係（RCS）定義責任、匯報 KPI 與支援團隊成員去提升他們的相關技能

此處為 RCS 範本

• 在個別會議管理中導入銷售與顧客關係。（匯報本月最佳實體銷售成績、最佳線上訂單銷售成績、顧客評論、訂單追蹤、非當面問題...）

以團隊方式

你應該採用哪種團隊指導形式來提升全通路銷售與顧客關係？

1 定義並向整個團隊展示合作計畫。確認團隊成員步調均與組織一致，以充分滿足顧客需要

2 在團隊會議中展示每個月的 KPI 以及計畫進度

3 準備好「尖峰時段的強項」以及要成功度過銷售營業額尖峰與「黃金時段」的計畫

員工規劃與目標：

• 依顧客需要調整員工輪值。（包括實體銷售、遠距銷售、預約銷售、1 小時門市取或準備作業等...）
• 與營業額曲線相符的員工輪值
• 針對運動的 5/40（產品、附帶銷售與服務）準備與訓練好具最佳銷售心態的員工
• 確認所有走道都能顧到

推動銷售

在「黃金時段」，門市內 100% 的團隊成員唯一目標都是要銷售及提升顧客滿意度

• 帶領出重視業績的心態。每個團隊成員都要專注在顧客身上（不論是專櫃、維修站、結帳區、試衣間等）
• 發起每小時、半天、整天...的團體挑戰
• 你要將他們管理好並將他們擺在能充分協調的組織中（門市主管、專櫃經理、隊長與銷售人員）
• 針對各個銷售尖峰做匯報，以從強項中充分學習並針對要改善的地方訂出計畫
• 你要以身做則

在迎賓櫃台與結帳區

• 在迎賓櫃台帶領大家做歡迎的動作。客服人員把握機會邀請顧客、協助退貨或取貨、延續他們的門市參觀時間
• 針對結帳區、未購買即離開的顧客，給予「這裡是買東西的好地方」的感受

在維修站

• 透過提供附帶銷售，在維修站引導出業務心態，提高維修的價值
• 讓技術人員為顧客的下一次拜訪做好準備

讓做生意充滿樂趣！

我們業務模式轉型應記住的要點有哪些？

請選擇正確答案。

迪卡儂是一個全通路零售品牌：選擇的策略是在不同的通路（包括數位與實體）中，以完全互連的方式中配銷，進而將顧客的購買體驗最佳化。 迪卡儂要將商業策略更加深入：我們銷售運動用品，但我們也做服務、提供個人化體驗，並與運動人員們建立社群連結 迪卡儂將銷售方式轉型：我們讓運動不論門市內外都能無所不在（例如透過適合的合作夥伴、商城...）。

這項轉型讓我們的銷售通路倍增、能更了解與滿足更多運動顧客。

過去一年何種銷售型態歷經了指數型成長？

請選擇正確答案。

這種銷售型態歷經了指數型成長，並讓我們得以獲得市佔率。

你的責任是要決定其啟動最適合顧客且能讓你產生更多銷售營業額的銷售型態。

為何要檢討銷售團隊？

請選擇正確答案：

Tu as obtenu le score de : {{total.score}}

你覺得本次內容實用嗎？

你會為這次那容打幾分？（1= 最低／5 = 最高）

有任何意見嗎？

感謝你的參與。本課程由 Daniel REOYO（銷售技術主管）提供

歡迎與我聯絡：
daniel.reoyo@decathlon.com

Understanding the challenges of digital transformation.

The training's objectives

The digital revolution is impacting all businesses.This training will help you develop your digital knowledge and understand what is at stake for DECATHLON.

Introduction:

• the impacts of digital transformation

1/ How the environment has evolved

• consumer habits have evolved: from monochannel to omnichannel
• the new players changing consumption habits

2/ The impact digital has on DECATHLON

• impact of digital on jobs
• how, as a Decatholonian, can you transform yourself?
• a pyramid organisation of the network

3/ The impact digital has on teammates' day-to-day jobs.

• the impact of digital on the way we work
• how digital increases the power of tools
• your applications

Summary

What model for DECATHLON tomorrow?

Introduction: the impacts of digital transformation

The digital transformation is not just simply digitizing things (screen, tablet, smartphone...). It goes much deeper than that:

The digital revolution impacts all businesses

It changes the way we work

It changes the way we do business by multiplying the solutions.

You will see in this training how this affects the way we operate.

1/ How the environment has evolved

Changes in consumer habits

Here is how, with digitization, DECATHLON has evolved.

Mono channel

Multichannel

Cross-channel

Omnichannel

The customer only has one solution to equip themselves. They have to go to a store.

The customer can use other channels. They can buy in a store, on a website, on their mobile app. But none of these channels are connected, communicate with each other. They are competing with each other.

If you buy online, you cannot get a refund or exchange in the store. If you purchase from the 3 channels, you have to have 3 customer accounts!

The customer can use several channels to equip themselves. We refer to the customer journey.

On the website, they can get information about the store (stock...). They can order a product on the website and get delivery or exchange it in the stores. The channels communicate with each other. A single account for all channels.

It's the current situation: we refer to customer experience.

• As a customer, you can combine all the channels: You are in the store and scan a product with your smartphone to get all the information, and then place an order.
• As a sales assistant, you use the website to sell your products. All the sales turnover is attributed to the omnichannel retailing store.

The new players:Amazon

Launch the video and follow the information at the same time.

As a customer with Amazon, you can have everything and get delivered where you want and when you want.

Amazon has also opened stores where the customer enters and leaves without paying at the checkout.

(It has unlimited financial power with 178 billion € (compared to DECATHLON with 11 billion €).

It has already brought down retail distribution giants such as Toys R Us, sports retail chains in the US.

But WE HAVE ONE BIG ADVANTAGE: our people and our products.

How can we make the customer experience as simple as with Amazon?

UBER revolutionized the Taxi

From an ultra basic service such as the taxi to an ultra differentiated service like UBER.

You can order a driver, track their arrival, follow the journey, rate them, pay them, and do all of it from your smartphone.

The drivers don't belong to UBER, which provides them with an unlimited network of people that can develop UBER's turnover and get paid in exchange. (with a sales turnover of 6.5 billion €).

Digitization can revolutionise a traditional service!

How can we make the customer experience as simple as with UBER?

The new players: Airbnb

Launch the video and follow the information at the same time.

You can rent an apartment, a house in few clicks with Airbnb.

The traditional hotel industry took a knock because they didn't see it coming.

Who could enter the sports market and revolutionise it if we don't always stay one step ahead of the game!

How can we make the customer experience as simple as with Airbnb?

What should you retain?

These three companies have things in common:

They have disrupted traditional ways of doing business and are touching all generations. They create standards expected by our customers.

They were born with the arrival of digitization.

They are platforms anybody can use to develop their business and subsequently develop the platform.

They make complicated things simple and fun.

Who will be the next sports' platform?

What do we do to keep one step ahead of the game?

And while these companies are growing, discover how our average customer's age is evolving.

每過一年，我們顧客的平均年齡都會再老一歲！

所以我們要如何維持吸引力？

數位轉型便是吸引廣大顧客／運動愛好者的關鍵要素之一。

每過一年，我們顧客的平均年齡都會再老一歲！

所以我們要如何維持吸引力？

數位轉型便是吸引廣大顧客／運動愛好者的關鍵要素之一。

2/ The impact digitization on DECATHLON

Digitization can completely transforms jobs

Example of logistics. Launch the video and follow the information at the same time.

At Amazon, products move around autonomously. Nearly everything is automated.

Certain jobs in logistics are disappearing/transforming.

The impact of digitization on checkout jobs.

Example of express payment. Functionality that allows us to process our customers' payments inside and outside our stores. Launch the Video

There is currently a wide range of options to cash customers' payments.

They can go through a standard checkout, pay at a QCO (by themselves), they can pay in the department or outside the store.

The digital transformation is leading to other ways of selling your products.

Who is Bethany Mota and how is she changing business?

• A female blogger followed by 10,000,000 followers on Youtube
• For each article, she showcases, hundreds of thousand of units are sold.
• Brands use her image to sell more products.
• But Bethany could directly sell all the products she wants via our website, with the new powers of digital transformation.

How many potential Bethany Mota do we have among our 25,000 teammates at DECATHLON?

How many partners like Bethany would you like to activate?

The way we work is also changing. We refer to it more and more as a network organisation

Associate each suggestion to understand the reasonsHow would you like to work?

What should you retain?

With digital:

Jobs are evolving fast.

Some are disappearing, others are being transformed.

We can play much more as a team.

Problems are resolved on site by the person who is there, and solutions are quickly shared.

We have to rethink the way we work

The acceleration of digitization must allow us to change how we work.

3/ The impact digitization on teammates' day-to-day jobs.

Digital transformation will lead to another way of developing sport

Click on each elements to see how Paul went from to taking action in a physical sport to being a sports leader of a whole network in a town.

Paul set up all his offer in his store. He only achieves 30% of his turnover through this store. You will discover, by clicking on each tooltip, how the rest is generated through his partners and other touchpoints.

Paris sports university is another of Paul's partners.

He created a partnership with this fitness club that offers these products.

Paul set up a pop-up store for a weekend during a big fitness event in Paris

The secondary school equips itself with Paul thanks to the DECATHLON Pro app.

In this store, he only exhibited a product range in a showroom.

Paul's partner, Julien, is a major ambassador of DECATHLON products that he sells to his community.

How to live with and bring to life this digital transformation

A customer ask you for a product, start by taking out your tablet and show them the entire range before showing them the layout.

That's being digital!

Your first added value is to get in contact with your customers inside and outside the store and give them an incredible experience.

With digitization, you can always say yes and make their life easier.

With digitization, business does not stop at the store's walls.

Business is everywhere: stores, communities, sports locations, clubs...

You are part of a network that brings together all stores, warehouses, sports' signature brands, and services.

They are all there to let you say YES to your customers.

And are you at the service of the network?

What is the impact of digital transformation on the way we work?

DECATHLON has created apps to help you more effectively develop your sport.

How do we making tools smarter?

With digital transformation big data, artificial intelligence and API have emerged. But what are these, and how does DECATHLON use them? Click on each element.

Big data

Artificial intelligence

API

DECATHLON collects and uses all the data to understand the needs of our customers and communicate with them better.You also have to enhance it by correctly filling in customers' information.

DECATHLON develops artificial intelligence to predict sales turnover, product deliveries or future bestsellers

To enhance the performance of its IT tools, DECATHLON uses the latest technologies: API (Application Programming Interface).

It allows transferring data virtually instantaneously, which they can use depending on their functionalities.

With digitization, you always have ways of facilitating your job.

Click on each area to discover the functionalities at your disposal to develop your sports.

It lets you read and prepare your team rota

It lets you communicate with your customers by sending messages to their apps, on facebook or by emailing.

It allows you to prepare your store moves.

It gives you access to:

• your stock queries
• your stock inventory queries
• your payment processing functionalities
• your multibuys and bundling functionalities
• your checkout reports
• your workshop features

可讓你：

• choose your product offer
• access your planograms (CAD plan)

可讓你：

- See your consolidations and your sports INSTORE/OUTSTORE performances

- Manage your activity to anticipate your action steps

- Manage your hours

-...

可讓你：

• calculate your market potential
• calculate your market share and set your targets.

可讓你：

• get training for all your skills
• know your training plan.

可讓你：

• calculate your annual requirement in hours
• rethink your store's organisation.

可讓你：

• conduct a price survey of the competition
• survey your competition's strengths & weaknesses.

可讓你：

• stocktake
• make sure the families with higher T/O in the coming weeks will be well-stocked.

可讓你：

• print out labels without having to go to the office
• print A8 size format signs and change the prices of your signages.

可讓你：

• see products info (review, product file, price, stock)
• see sales performance
• save and track your aisle head's sales performance
• place product orders
• print out your signage and price labels
• access customers accounts
• answer customers messages (click and talk)
• take receipt of goods and place orders.

可讓你：

• create your layout floor plan to prepare your store move
• create the store layout floor plan to let your customers quickly find the products.

Your collaborative tools

They let you work as part of a network click on each tooltip to find out more.

at least sign-up to the community of your sport.

We must limit the use of messaging services to when it's really necessary and only messages to people who are really concerned.

To find out more about your sports and DECATHLON. Don't forget to configure your sports correctly.

Only work on Google drive tools.It lets you work on several topics and easily share.

It lets you participate in topics and search for the information you need.

No need to travel to discuss a topic with someone, use the video conferencing tool

What is DECATHLON's target in the years to come?

Become indispensable to sport.

DECATHLON is setting everything up to become THE sports platform.

Click on each part to understand what DECATHLON is doing to put in place for its members and partners. It's just one part of the functionalities.

Each partner can access our offer and use it. (To present our products on their website, for example).

Partners will be able to sell our products from their own site (physical or internet).

It will be possible to create a DECATHLON member's profile from anywhere. (a club could affiliate its members to the DECATHLON platform with their agreement).

Members can find all the sports locations (it's already launched with DECATHLON Activities).

Members of the platform will be able to co-create products with DECATHLON.

Members of the platform will be able to get in touch with each other or with clubs or partners to do sports...

Conclusion

You now know the principal elements of digital transformation.

It has to broaden your minds and give you the means to develop your sports with another approach to simply waiting for your customers in your physical stores.

you can now take the "understanding omnichannel business" training course

This training course was brought to you by Bouabdella MEKREFI

bouabdella.mekrefi@decathlon.com

Manage the different levers to make omnichannel sales and customer relations perform well

87 % of customers search online before coming to a store

73 % of customers navigate several channels before buying

75 % of customers expect a seamless customer experience from one channel to another, so they don't have to restart their purchase from scratch

From Selling products to Selling personalised sports solutions, experience (e.g. products, services, content, community)

From Physical Sales to Omni "Instore" (physical + digital) + "Outstore" (everything coming from outside the store) Sales

From Selling through our stores to Selling in different locations or partners... (shop in the shop, fairs, marketplace, sports clubs...)

From face to face selling to distance selling

Getting an appointment with an expert sales assistant

Book your slot to visit the store

Decathlon is an omnichannel retail brand:it has chosen a strategy that distributes and sells products in different channels, both digital and physical, in a fully interconnected way to optimise our customers' purchasing experience

It has also chosen to go deeper with its commercial strategy: we sell sports goods, but we also make services, personalised experiences and social connections between sportspeople accessible...

And lastly, it's transforming how it sells: we make sport accessible in and outside our stores (e.g. selling through partners that make sense, marketplace...).

The benefits of this transformation for Decathlon

The variety of point of sales available to our customers lets us generate more sales turnover. It is not only restricted to our stores' sales turnover. We now retail in and outside stores.

We make sport accessible to the many by being as close as possible to our customers' "living areas": in store, clubs, local partners...We subsequently have a great opportunity to constantly satisfy sports users.

Decathlon gets to better know its customers by being in close contact with them throughout all sales channels. Thanks to, in particular, the data they share with us. We are, as a result, better able to meet their needs everyday.

Your role as a leader is to activate the levers and lead your sales force

You will have understood that transforming our business model impacts how we sell in store (e.g. selling services, distance selling, customer relations excellence in different channels...). And subsequently, the skills to develop and perform well.

To support this transformation, develop an "omnichannel business-minded" mindset, and get your sales force to perform well, we suggest 3 steps:

Identify all the levers available to me to support your teammates' performance

Carry out a review of how you are currently organised, identify action plans

Develop your teammates' performance

Physical sales in-store are still the principal sales channel

Customers continue to want to visit stores to make their purchases: products immediate availability, see and touch them, talk to and get reassurance from our sales assistants face to face...

Make yourself available, listen to your customers to best identify their needs, suggest the solution that best fits their needs; your teammates' role is critical to selling and delighting our sports customers

Online sales are our second sales channel in terms of sales turnover

Finding technical information, looking at reviews, adapting the delivery to their needs, buying online is part of everyday life for consumers

Buying online can be done on the website or from the Decathlon customer app

This purchasing behaviour generates multiple interactions between our teammates and our customers: click & collect, order tracking...

* If you want more information about these interactions click here

Distance selling has experienced exponential growth, intensified by the health crisis

Whether it be with our stores or open or closed points of contact, retailing is done more and more off-premises. We have to ensure the same high standards through advice and support throughout the digital journey as those on offer in store

Over the phone, through chat, by SMS, through messaging via cube in store, we have to support customers up to closing the sale

In 2020, this form of selling generated over 3 bn € in France

Just like distance selling, appointment based sales skyrocketed: getting an appointment with a sales assistant to get support with purchasing a product, a service or a solution....This buying habit is becoming more and more an essential service

The appointment can be conducted face to face or off-premises depending on the customer's preference. It's a high-value service:

• it allows us to identify 100% of our customers and generate data
• it allows us to connect to their sports user account to pre-empt their expectations and personalise the product, service or solution we offer
• it lets us stay in touch with our sports customers and sell, even when our stores are fully or partially closed

To make this service available, you just have to activate the Booxi app (the same application we use for workshop appointments)

To find out all you need to know about this service (activation, configuring our teammates' booking slots, customer journey, etc.
CLICK HERE

Activate this service if access to the store is only available through booking time slots. To discover this service,
CLICK HERE

Identify the right teammates with the right profile to fulfil each duty.

This type of profile must be highly customer service orientated, business-minded, empathetic, adaptable with an appetite for digital

What's more, if we entrust them with the distance selling responsibility, this profile has to be efficient and have good oral and written communication skills

You play a vital role because you are responsible for:

• deciding and activating the forms of selling that best suit your customers, allowing you to generate more sales T/O
• forecasting your activity to ensure the availability of human resources to back it up
• have the right profile for each form of selling
• manage to ensure it performs well

You ensure the staff planning matches our customers' expectations.

You adapt your organisation according to what's needed.

You identify the teammates that have level 2 in advice and support skills and "written communication ++" profiles to entrust them with the responsibility: e.g. "starting online chat" assignment.

If you activate all these forms of selling, you have to communicate about them so your customers can use them

Another service that emerged with the health crisis is digitally managing customer waiting times. It allows us to offer a quick and agile booking system to managing customer waiting times for any member of staff in store to:

• Optimise store traffic flow to prevent customers from having to wait (stressful situation for our customers and our teammates).

• Allow our customers to continue their purchases while waiting

• Avoids congestion, which ruins our customer image and the service.

To find out all you need to know about this service (activation, configuration, customer journey, etc.)
CLICK HERE

You can click at the foot of the page on the "Continue" button to go to the next step

Provide our customers with the option to collect an order in store

2 options :

48h click & 店取：order prepared by logistics dept, then dispatched to store

1h click & collect:order prepared by our teammates in store

Stay in touch with our customers by making ourselves available to them remotely

This functionality allows our customers to contact us off-premises, ask us a question or simply share feedback with us.

This functionality allows us:

• to input customer data to improve their purchasing experience and their sports activity
• lets us connect to their account to answer their questions (e.g. purchase history...)

Please note: if the handover is not confirmed in the IT system, the customer can potentially keep their product, ask to cancel their order and get a refund.

The IT handover closes the order and confirms customer product collection

The sales T/O generated by click & collect (C&C) represents YTD 12% of total T/O (5% in 2020) - March 2021

C&C order have been multiplied by the 2.5 over the same period

C&C 1h = T/O x 3.3 (average basket has gone from 42 euros to 52 euros)

C&C = T/O x 2.3 (average basket has gone from 88 euros to 120 euros)

The goal for you as the leader is to:

• guarantee C&C is well managed for your sport(s): take delivery, prepared on time, customer handover
• ensure your teammates are fully trained to manage C&C orders
• ensure your teammates are capable of answering customer queries relating to their order

If the customer opts for 48H Click & collect, the order is prepared and sent to the store by the logistics department

It is indispensable to take delivery of an order.

This action step generates an e-mail informing the customer that their order is available in store and they can collect it

This action step lets us know the customer collected the product.

If the customer chooses a 1h C&C, the order is prepared in the store

The store receives notification (displayed in CubeInstore) specifying there is an order to prepare.

The teammate has 1 hour to prepare it and make it available to the customer.

Please note: if the product is not available (e.g. stocktaking issue, the product has just been sold...), suggest a substitute product and call the customer to get their approval

If the order is being prepared, we can:

• delete one or several article(s) (generate the customer refund)
• change delivery address for home delivery

We can connect to a customer order to inform the customer of its status (logistics preparation, being delivered).

The store receives notification (displayed in CubeInstore) specifying there is an order to prepare.

The teammate has 1 hour to prepare it and make it available to the customer.

Please note: if the product is being dispatched, only COP or the Customer Relation Centre can provide information on the order status

If the order is not yet being prepared in logistics, we can:

• delete one or several article(s) (generate the customer refund)
• change delivery address for home delivery

If a product is unavailable in your store but is available in a warehouse and another store convenient of access to your customer, you can do a 1H C&R in another store.

The sales turnover generated is attributed to your store with the other store compensated for the preparation

Retailing is increasingly conducted off-premises.

We've received 204,600 remote messages in cube in store in 2020.

The Sales turnover generated, only taking into account the messages coming from a question on a product page, by customers with a Decathlon account and identified when making a purchase, is over 3 bn €

The average response time is 44 h

Our off-premises customers need advice, support, help and expect the same relations they get face to face in the store.

As the leader, your goal is to:

• adapt your organisation to ensure all off-premises questions and reviews are answered in the shortest amount of time.
• ensure you have the right profile dealing with off-premises interactions (good written communication, providing a practical answer, measure digital journey up to sending mobile payment link... )
• manage conversion = debrief in individual meeting the teammate in charge, connects to customer's account to pre-empt their needs and their off-premises response convert into sales T/O.

Please note: systematically connecting to your customers' account has become indispensable to pre-empt and answer customer expectations, for example like Séphora, Apple, Nespresso...

Logging into the customer account in cube in store, allows us to find out the last product viewed, delivery address, favourite sports. It is very important to do so, in case of any doubt about the size, colours for a product viewed on the website but the customer can't remember...

We have the means to help them

Identify our customers to personalise the relations is vital.

We have 19 million Decathlon accounts, but only 3 million of these accounts are qualified to be able to contact them

With cube in store, we can connect to our customers accounts to be able to pre-empt their needs and best meet their expectations

The objective as the leader is to coach your teammates so they:

• get in the habit of asking their customers if they have an account
• offer to create one if they don't have one
• systematically connect to their users' accounts as part of the sales process to pre-empt their expectations and personalise the customer relations

This feature lets us:

• create an account for a customer or a business
• modify, update the account
• connect to a customer account

This action allows us to:

• provide an answer to a customer who posted a question on the Decathlon website or mobile app
• transfer the question to another store
• transfer the question to CRC
• respond to customer reviews. (we must respond to all reviews, whether good or bad, it helps to improve the level of our customers' satisfaction)

This option lets us add or inform our customers if in doubt about the gift card's availability or its balance.

This can also be done via the customer's account

This option allows us to scan or manually input a sales receipt so we can send an invoice if our customers requests it

You are now aware of developments in omnichannel retailing and the solutions available to you.

Do you have different levers activated to make your sale force perform well? We suggest conducting a review of your current organisation to learn lessons from your strengths and launch actions plans if there are points to improve:

Sales force Diagnostic

The purpose of this diagnostic is to make you put things into perspective:

• Does your staff planning match your sales T/O curve?
• Do you have the appropriate organisation to meet your customers' expectations?
• Do you have the right profiles to carry out these tasks?
• Are you managing your entity's "money time"?
• Do you debrief sales in individual meetings with your teammates?
• ...

Methodology:

Carry out your review that your KPI's are no good 

By the end of your review, you have to define:

your game plan to manage your big sales days, for example:

• debrief your previous sales peak with strengths/weaknesses: decisions to make your next peak a success
• the goals achieved and decisions to make your next peak a success
• your staff planning: a staff rota curve matching your sales T/O curves,
• the organisation: the right people at the right time (your best sales staff at peak sales T/O periods), everyone's responsibility to win the match (who does what), zoning to ensure full coverage of your aisles, 1-hour click & collect organisation, ...
• sales peak challenges and everyone's role in coordinating efforts (the Store Leader, Dept. Manager, Captain, Sales and Customer Relations Referent)
• events for boosting product and service sales through introductory workshops
• ....

We've now seen together how critical your role is to:

• supporting your teammates' omnichannel change management
• activating the forms of selling that best match your customers' needs
• reviewing if you make the best use of your sales force.

In this chapter, we are going to look at how to approach individually or collectively motivate your teammates:

INDIVIDUALLY

What form of individual coaching should you put in place to drive omnichannel sales and customer relations?

• Define with each teammate:
  
  • their assignment and responsibilities within this mission.
  • the tangible results their responsibility must produce.
  • their main KPIs so they understand how they contribute to achieving the goals

E.g.
"Daniel, your assignment is to delight your customers".
"Within this assignment, your responsibility is to: master all the sales solutions available to customers, distance selling support and sales, and responding to customer reviews".
"Your goals are: 10% increase in sales turnover, responding to 100% of customer reviews and achieve 10% increase in delighted customers to reach 65%"

• Adapt your coaching to each teammate's responsibility and KPI goals

• Use Satisfied Customer Relations (RCS) to define responsibilities, debrief KPIs and support teammates in how to improve their skills acquisition

RCS TEMPLATE HERE

• Introduce sales and customer relations in your individual meeting management. (Debrief best physical sale this month, best sale through a connected order, a customer review, order tracking, an off-premises question...)

COLLECTIVELY

What form of team coaching should you put in place to drive omnichannel sales and customer relations?

1 Define and present the collective project to the whole team. Make sure all your teammates are in step with the organisation put place to fully meet customers needs

2 Present every month KPIs and the project's progress during your team meeting

3 Prepare your "strengths at peak times" and your game plan to succeed your sales T/O peaks and "money time" periods

Staff planning and objectives:

• Adapt staff rota to customer needs. (Cover physical sales, distance selling, sales by appointment, 1H click & collect preparations ... )
• Your staff rota curve matches your T/O curve
• All the best sales-minded staff are present and trained in the sport's 5/40s (Products, Add-on sales and Services)
• Make sure all your aisles are well covered

Driving sales

During "money time", 100% of teammates are on the sales floor with the only objective of making sales and delighting customers

• Lead business-minded posture. Each teammate focuses on the customer (in the department, the workshop, at the checkout, in the fitting rooms)
• Launch collective hourly, half-day, daily... challenges
• You manage them and put in place an organisation that coordinates them (Store Leader, Dept. Manager, Captain, and Sales Referent)
• Debrief each sales peak to learn lessons from strengths and prepare action plans for points to improve
• You lead by example

At the welcome desk and the checkouts

• Lead welcoming posture at the welcome desk. The customer service assistants take the opportunity to invite each customer, returning or collecting a product, to continue their visit into the store
• Drive "goodbuyer" posture to retrieve, at the checkouts, the customers leaving without making a purchase

At the workshop

• Lead business-minded posture in the workshop by offering add-on sales, which add value to the repair
• The technicians prepare their customers' next visit

Get pleasure out of doing business!

What are the main points to remember about our business model's transformation?

Select the correct answer(s).

This transformation allows us to multiply our sales channels, better get to know and satisfy more sports customers.

What forms of selling have experienced exponential growth in the past year?

Select the correct answer(s).

These forms of selling have experienced exponential growth and allowed us to gain market share.

Your responsibility is to decide and activate what forms of selling best suit your customers and will allow you to generate more sales T/O.

Why carry out a review of your sales force?

Select the correct answers:

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Thank you for having taken it. It was brought to you by Daniel REOYO (Sales Skills Leader)

Feel free to contact me:
daniel.reoyo@decathlon.com