The jewelry retail market is getting bigger and bigger, but the sales of enterprises or shops are getting smaller and smaller, so the competition is becoming more and more fierce and the living space of enterprises is getting smaller and smaller. Big brands such as Chow Tai Fook, Lao Fengxiang and Zhou Dasheng. Constantly seize the market, and is rapidly advancing to third-tier cities. New competitive brands are constantly joining, and the market share space is constantly being squeezed.

(B) internal management crisis

1, some enterprises or shops have no ideas in management, blindly expand and develop, and internal personnel and affairs management are out of order;

2. Some enterprises or shops have management experience, but they have not formed a system and lack accumulation and perfection;

3. Some enterprises or shops have culture, but there is no precipitation. Without a decent pamphlet or manuscript, it is all passed down from mouth to mouth, just like the primitive tribal society without words, it is difficult to pass it on to the next generation, and each generation is not as good as the next;

4. There are more and more people in some enterprises or shops, but it is more and more difficult to operate;

Some enterprises or shops have joined some brands, but this brand has no business model, no management model, no talent output, let alone standard training support, so it is difficult to maintain the sustainable development of business, or it is impossible to solve difficulties and problems.

(C) team building crisis

1, the overall strength of some enterprises or store teams has declined, and they can't keep up with the changes, resulting in frequent personnel turnover;

2. The loyalty, enthusiasm, enthusiasm and professionalism of some employees in enterprises or shops are getting weaker and weaker;

3. Some enterprises or shops find that former employees are obedient and easy to manage, but now employees are more and more difficult to manage;

4. Some enterprises or shops find that the loyalty of new employees is getting lower and lower, the passion is getting less and less, and the rapid development momentum is blocked;

5. The core team employees of some enterprises can't keep up with the changes in the environment and market, or even the development speed of the enterprises themselves;

6. The employees recruited now have high salary requirements, are critical of enterprises and are difficult to manage.

In short, the survival and development of jewelry retail enterprises are nothing more than the following six ways:

1. If you try to support yourself, you will end up exhausted. If you work hard all your life, why bother?

2. It depends on the will, nature and ability of the second generation to successfully pass on the enterprise or store to the second generation.

3, relying on the boss to maintain the operation of the enterprise or store from the team that has been trained for so many years, the result can only be that everyone is waiting for death;

4. Invite professional managers to come in and make the enterprise or store stronger and bigger, but it needs team and time to support, not one or two people or overnight, and it needs the determination and wisdom of the boss;

5. Enterprises or shops are merged or joined by big brand organizations, but they are emotionally reluctant;

6. Join hands with retail management agencies to operate together, easily become a major shareholder, enjoy * * * *, and keep the family business forever;

7. Increase the support and investment of the smart retail transformation system, provide consumers with more humanized, interactive and differentiated services, quickly grasp the minds of new consumer groups, and occupy the new market share of regional brand management in advance.