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There is enormous controversy over how we, human beings, use only a small part of our brain potential.
Many Coaches offer ways for you to unlock your full potential to achieve a prosperous life, but that's a topic for another place.
Now, when it comes to sales potential, Stay calm, most stores don't exploit their full sales potential.
A study by GS Ciência e Consumo shows that, on average, stores capture 86% of the market potential to which they are exposed.
86% is the case of mature stores, and the capture is much lower when the store is still being assimilated by the target audience.
Imagine a scenario in which a store meets 100% of the potential in its area of influence, this would be an unrealistic potential, since there are competitors there and other options.
Therefore, the total potential is a residual account from which different consumption alternatives are subtracted.
That final share of potential not yet captured by a mature store indicates that there may be some barrier.
The delivery of this study is formed by the discovery of the potential, the barrier that prevents it from being accessed and recommendations to overcome it.
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Important steps
Project presentation (1h)
The consultant will make a conceptual presentation of Geomarketing and how it is used by various professional networks to estimate goals.
High expectations = high frustrations
There is much to be achieved with a study of this type, but experience shows that overcoming such barriers can cost more than the potential they hold.
Client-consultant alignment (2 hours)
Clear and sincere explanation of the expectations in relation to the objectives with the estimate of the maximum achievable potential, making it clear that the values are good performance references applied to stores that have not yet reached the network's efficiency curve.
Presentation of references from other studies of this type and how they were actually used by companies.
- List of chain stores with performance information, such as items sold or billing
- List of main competitors
Development (~hs)
The consultant will look at the information collected, map the stores and analyze their performance.
In the first part, you will study the good performance benchmarks, then correlate the success patterns with the performance variables:
- If that, then that
- Almost a rule of three where X thousand people are equivalent to X thousand reais in revenue, for example.
Publication of three studies:
- Pattern of success and poor performance
- Potential attribution model, weight of factors in good and poor performance
- Estimated sales per store depending on the weight of the factors in your market
Alignment with the customer (~hs)
Debate about the main findings and definition of paths to follow.
The best delivery is a sales delta for stores, such as store X could increase its revenue by 14% if such a sales barrier is overcome.
Each store could have its own barrier, but it's much more common for the same barriers to be repeated.
A list of barriers and their occurrence versus their impact (sales that block) will result in a total amount to be achieved if such a barrier is overcome.
This is a corporate action.
The 14% growth in sales cannot be fully attributed to the store's goal but incorporated into a larger strategy to overcome the most common barriers.
Refinement (~hs)
The study can evolve by studying the barriers, as well as by estimating realistic goals for each store.
Final presentation (1h)
After this journey, the consulting staff will present the complete cycle of analysis, learning and conclusion.
This presentation may be recorded for consultation and subsequent dissemination.