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Strat gie de commercialisation politique de vente La Bo te outils Nathalie RAMANANTSOA FRAT
Table des mati res o TK1 Cha ne de valeur p 3 o TK2 Business Model Canvas p 4 o TK3 Proposition de valeur p 5 o TK4 Golden Circle p 6 o TK5 SWOT p 7 o TK6 Parcours client mapping d exp rience client p 8 o TK7 Trame d analyse d un concept de point de vente p 9 o TK9 Trame d valuation d un concept de point de vente p 10 o TK10 Merchandising Maths essentials p 11 o TK11 Merchandising Maths memo p 11 Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
Cha ne de valeur o Pour identifier la marge comp titive de l entreprise il faut associer un co t de mise en uvre chaque activit GE R MA MA RG E Services Achats Marketing Ventes Comprendre comment chaque activit i e chaque maillon qui compose l entreprise cr e ou lui fait perdre de la valeur Allouer les ressources de sorte rendre l entreprise plus comp titive sur son march D veloppement technologique Logistique sortante o Pour l optimiser il faut Gestion des RH Op rations o M Porter la pr sente comme une succession s quentielle d activit s permettant d aboutir un produit ou un service Infrastructure de l entreprise Logistique entrante o Outil d analyse strat gique invent par M Porter la cha ne de valeur permet d identifier les diff rentes activit s cr atrices de valeur pour le client et g n ratrices de marge pour l entreprise Activit s de soutien La cha ne de valeur selon M Porter 5 activit s de base et 4 activit s de soutien Activit s de base o L encha nement des activit s peut diff rer selon l entreprise ses produits ou services voire selon son mode de distribution o L analyse de la cha ne de valeur permet de prendre des d cisions d ordre strat gique pour positionner le ou les produits et services sur le march en termes de co t ou de diff renciation par rapport la concurrence Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
Business Model Canvas PARTENAIRES CLES ACTIVITES CLES PROPOSITION de VALEUR RESSOURCES CLES DRIVERS de CO TS Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT RELATION CLIENT CANAUX distribution communication DRIVERS de REVENUS SEGMENT S CLIENT S
Proposition de Valeur March s cible s Raison d tre Jobs to be done Solution Produits Services positionnement G n rateurs de gains B n fices Caract ristiques Exp rience Anti stress Diff renciation Avantage comp titif Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT Client Substituts Concurrence
Golden Circle Pourquoi Quel est votre raison d tre Quoi Quel r sultat visez vous Quelle est votre offre Comment Quels processus mettez vous en uvre Avec quelles ressources humaines techniques financi res Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT Pourquoi Quoi Comment
Matrice Forces Faiblesses Menaces Opportunit s SWOT Handicaps Atouts u u FO RC ES I N T E R N E O PP O RT U N IT ES E X T E R N E u FA IB LE SS ES ES AC EN M u Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT Pistes d actions hi rarchis es
Mapping d exp rience parcours Client PENDANT L ACHAT AVANT S quences Envisager D couvrir Rechercher S lectionner Etre sensibilis D clencheurs u u u Stimuli vs marque et ou besoin Influence u u u Disponibilit offre Autorit influence Entrer en relation engagement u u u u Rationnel Emotionnel Relationnel Attentes motivations Points de contact Activit s circonstances Etat d esprit Irritants Catalyseurs Qualit d exp rience Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT Evaluer choisir u u u B n fices escompt s Caract ristiques u u APRES Disposer Installer Acheter Facilit d achat u u Confort u u u u Utiliser Prolonger Maintenir Recommander 1 re exp rience Qualit de service Appr ciation
Trame d analyse Concept Retail IMAGE PRIX OFFRE Concept Positionement Profondeur DEVANTURE Enseigne Ambiance Qualit D coration Marques Storyline Fa ade Sc nogra phie Vitrine Fond de rayon Promotions Espace Marge C A Circulation Impulsion Largeur EMPLACEMENT Co t Accro tre les parts de march Praticit MANAGEMENT Principes RH Maximiser le ROI Supply chain Logistique magasin Espaces annexes SYSTEMES D INFORMATION CRM Programme de fid lit Personnalisation Ev nementiel Etc Service SERVICES Temps Scenarii parcours client Quelle valeur pour mes clients cibles Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT EQUIPEMENTS Mobilier Signal tique Lumi re et lectricit Caisses S curit Chauffage et clim LOGISTIQUE Back Office Gagner en rentabilit NOTORIETE d ENSEIGNE Communication Publicit Plate forme de marque Zoning display
Grille d valuation Concept point de vente 0 Qualit de l emplacement Force du concept Pouvoir de s duction Coh rence g n rale vs ADN de Marque Commercialit Qualit du design ambiance d coration sc nographie etc Impact de la devanture fa ade vitrine Zoning Signal tique Equipement Eclairage Lisibilit de l offre produit services Merchandising visuel Qualit de l accueil Qualit de l Exp rience d achat Qualit du dispositif CRM Organisation du Back Office Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT 1 2 3 4 5 6 7 8 9 10
A quick tour within Merchandising planning terminology 1 4 Six month Plan o A form used to coordinate a budget that sets sales goals and determines the amount of merchandise necessary to reach desired goal Spring season the period February 1 through July 31 Fall season the period August 1 through January 31 Merchandising fiscal year February 1 y through next January 31 y 1 Retailers calendar also called a 4 5 4 calendar o E g calendar for Fall begins on August 1ST and shows 4 weeks then 5 weeks and finally 4 weeks Sales forecasting projecting future sales based on consumer and economic trends Stock Inventory Merchandise Goods interchangeable terms Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
A quick tour within Merchandising planning terminology 2 4 LY Last year TY This year Plan figures projected for upcoming months Actual specific results that actually occur Revised a new version of an original plan Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
A quick tour within Merchandising planning terminology 3 4 Physical inventory the specific amount of merchandise counted at least two times a year January and July Book inventory bookkeeping records of the inventory based at Retail costs on o Opening inventory Additions Ins Deductions Outs o value of the physical count purchase sales stock reduction employees discounts o The financial BOM stock beginning of the month stock EOS stock end of the season stock EOS stock is January 31 for the fall season and July 31 for the Spring season Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
A quick tour within Merchandising planning terminology 4 4 Shrinkage Overage Workroom Costs expenses Cash discounts o When the physical inventory is less than the financial inventory records o When the physical inventory is greater than the book inventory o A cost incurred to complete the sale that is not planned for in the initial mark up e g hemming at a garment store o Monies earned by paying invoices within the negotiated dates expressed as and Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT
Merchandising Maths M mo 1 2 Helpful Hints HH1 Base x Rate Portion Portion Base Rate Portion Rate Base HH2 Portion change Base Rate i e Difference Original amount or Calculating Markdown Calculating Pricing Markup To calculate Cost C Markup Mup Retail R Markup Mup Retail R Cost C Markup Retail R Cost C Cost C Retail R Retail R Mup Mup Retail R Cost C Cost C Markup Mup To calculate Formula Known variables R x Mup Mup R x C C Mup R Mup C R C Mup Mup R C C R Traditional permanent or hard markdown Mdn Original R x off Mdn difference Original R Mdn new R Mdn x pieces total Mdn Planned departmental Mdns Monthly sales x planned Mdn planned Mdn 6BOM 1EOS 7 average stock for a season Season Stock Turnover TO Net sales average stocks TO rate End of season stock EOS LY EOS LY total sales EOS used when planning with LY figures Monthly Mdn Monthly sales Monthly Mdn At Retail Monthly sales EOM monthly Mdns BOM At Cost 100 Mup C R purchases x C C purchases Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT Monthly Sales Stocks Average stock To evaluate Mark downs Monthly sales Total sales Monthly sales N B 6 months 100 BOM stock monthly sales monthly SSR Mdn Purchase Formula SSR Markdowns Monthly Developing Future Merchandising Plan Purchase Stocks Sales curve Monthly sales Original R New Retail Mdn difference Mdn x of pieces total Mdn Promotional markdown discount Assessing Past Merchandising Plan To evaluate Formula Formula Season sales x monthly sales monthly sales BOM monthly planned sales x SSR monthly planned BOM Average stock Season Stock Turnover TO End of season stock EOS Total Mdns Monthly Mdns 6BOM 1EOS 7 average stock for a season TY planned sales x EOS TY planned EOS stock used when planning with LY figures Net sales x overall Mdn total Mdn Monthly Mdns allocated Monthly sales monthly Mdn At Retail Monthly sales EOM monthly Mdns BOM At Cost Open To Buy Net sales average stocks TO rate 100 Mup C R purchases x C C purchases Plan TY sales Mdns TY plan EOM stock TY plan BOM stock TY plan OTB TY plan
Merchandising Maths M mo 2 2 Evaluating Profitability Profit Loss Retail Leasing profitability To calculate Formula Area Length x Width Area Sales per m2 Net sales Area Sales per m2 Sales per linear meter Net sales Linear feet of shelving Sales per Linear Foot Net sales Gross Sales Customer Returns Allowances Total Cost Of Goods Sold COGS Opening Inventory at Cost Purchase at Cost Transportation charges Gross COGS Total COGS Closing Inventory Net COGS Gross COGS Workroom Costs Cash discount earned Gross Margin GM Net Sales Net COGS Gross Margin Gross Margin Net Sales Contribution Margin CM Gross Margin Direct Expenses Contribution Margin Contribution Margin Net Sales Net Profit or Loss Contribution Margin Indirect Expenses Contribution Margin Net Proft or Loss Net Sales Dozens 1 6 1 3 1 4 1 2 2 3 3 4 1 Pieces 2 4 3 6 8 9 12 Decimals 17 33 25 50 67 75 1 0 Dozens 2 3 4 5 6 7 8 9 10 11 12 Pieces 24 36 48 60 72 84 96 108 120 132 144 Bo te outils Strat gie de commercialisation politique de vente Nathalie RAMANANTSOA FRAT