Jinan Qingqi

[MJH]

For years retailer avoided selling different brands in one retail store, then discovered offering multiple brands in one store actually increased sales of all offerings, because it attracted more customers, the more offerings the better the sales. It is not uncommon for a customer to come in looking for one thing and leave with another.

I wonder what amount of market research went into the Peugeot only stores?

[MJH]

Lets just say you have a store, each store is called a profit center. It has an operating budget, it takes in revenue and pays out in costs. When the factory sends orders they are costs to the stores, the store sells them they take in revenue.

It does not matter at the store level what they sell…it only matters that they turn the inventory in order to take in revenue as so they can cover costs.

Typically sales people on the floor get only a commission on each sale, they sell nothing they make nothing.
The mechanics get paid only for work done, they operate a separated budget. They get paid to assemble units and then get paid to service them. They also should have a part store that sells parts to the service department and also to customers, they often cover the cost of labor with other items, such as helmets, jackets, gloves etc.

The bigger the better, the bigger the more rotation, but everything should be fair as so the reputation of the store is good. The mechanic should be trained and trained on all products sold.

Here is the thing the company that develops the system can also sell the system, that being everything sold must have digital documentation and parts directories. The parts need to be all tagged and coded and stored in locations that are represented in the index, with location codes. The interfaces and processes are node of transfer and all done on terminals as activity's occur.

Building clients is a matter of recording who bought what…then sending out letters or emails to them. Its time for service, we are having a spring sale….

The registration fees are how the people that register the bikes get paid, they need to be organized and get the fees and registration processed fast.

The manger keeps it all going they make sure the stock is varied and plentiful.

The big store replaces all the little stores…in china it has to happen faster because everything is moving faster. The stores decide what the people get by setting higher standards, they should not sell junk. They should not sell anything that is not clearly documented.

Then the factories feed the stores…they set manufacturing production to meet forecasts that are based on actual sales in each store, as a collective, as in a chain. The bigger the chain the more influence it has on the factories. The best managed chains sell the most, because they can offer the best deals, but only if they are managed well.

The best location are in population densities, centrally located in areas that have large numbers of riders.


The Peugeot only boutique stores are not a winning idea…The stores need to be bigger and not only carry everything Qingqi offers as well as carry other major brands. Basically everything that meets the higher standard. That would basically mean that the manufactures interface with a distributed inventory management system that is data driven.

Online orders should be sent to the stores in proximity to the order, that being a designated sales territory. It should be picked up at the store ready to ride home. The cost or prices should never be undercut by the factory selling direct, it undermines the support systems that is imperative.