Mobile phone shop, as its name implies, is a terminal retail place mainly engaged in mobile phones (mobile phones) and other communication products. In addition to mobile phones, there are also mobile phone accessories, mobile phone accessories and mobile phone related peripheral products. At the same time, we provide customers with wireless value-added download, mobile phone beauty, mobile phone function experience and mobile phone after-sales maintenance services. As one of the main modes of mobile phone terminal sales, mobile phone store has its special significance. Compared with other sales forms, such as chain appliance stores, supermarkets and so on. The mobile phone specialty store has a low start-up capital, which is suitable for the decentralized layout of China regional market; Secondly, mobile phone stores operate independently, which is more flexible and not limited by other business models. Compared with other mass consumer goods, it is easy to form its own characteristics; Finally, compared with other business models, mobile phone stores are more professional and perfect in after-sales service and management. The business model of mobile phone stores can be divided into two forms according to products, namely, single mobile phone brand stores and mixed mobile phone brand stores; There are seven common business models of terminals, as shown in the following table: Mobile phone retail format introduction Professional communication retail chains are chain stores, including inter-provincial and local chain stores, brand stores, professional retail stores of various brands, department stores (typical store-in-store mode), large department stores and shopping malls all over the country. Including Carrefour and other home appliance supermarkets, the original large-scale stores specializing in the distribution of home appliances (such as Gome and Suning), the communication market is a large-scale centralized store, which is rented by many retail investors, independent retail stores (individual operators) and independent single stores in cities, excluding the business halls of operators in the form of counters, including direct sales, cooperative business halls and postal services of operators. According to research, among these common formats, professional communication chain stores sell the most, usually accounting for 14%-44% of the total share. Followed by independent stores and communication market, accounting for about 20% and15% respectively; Thirdly, department stores and business halls; Finally, there are specialty stores, home appliance supermarkets and other formats. However, from the perspective of the mobile phone market in 2007, specialty stores and home appliance stores have gradually become the focus of people's purchase of mobile phones, and their sales share has increased. Gome, Suning and other large household appliances enterprises have set up independent communication operation and sales companies respectively. Mobile phone stores in China came into being around the 1990s. At the beginning, it was a monopoly of the operator's business hall. Then gradually let go. Some businesses that initially operated communication peripheral products, BBs and mobile phones gradually set foot in the sales of mobile phone products. In the early days, because the supply and demand channels of products are still being explored, and the products are mainly three international brands, the mobile phone has truly become a "symbol of the identity of the rich"! During this period, the product is still in a state of "imbalance between supply and demand" for several years. With the arrival of 1993 Chinese mainland sea craze, more and more self-employed people have joined the ranks of mobile phone sales. In the stage of commodity profiteering, whoever does it makes money, so for a long time, most mobile phone stores make money. In the years after 2006, why did the profitability of mobile phone stores decrease significantly? First, judging from the law of market development, any commodity entering the market will experience a change from profiteering to meager profit. When the customer base is maintained within a certain range and more businesses participate in the competition of the same cake, the profitability will be hurt! Second, the diversification of the mobile phone consumer market is also one of the chief culprits that affect the profitability of mobile phone stores. In recent years, the emergence of online sales, telephone direct sales, TV shopping and other modes has dispersed customers' purchasing channels to a certain extent, which directly led to the decline in sales of mobile phone stores; Thirdly, the "vicious" competition of mobile phone manufacturers leads to overcapacity, which intensifies the price war of mobile phones to a certain extent, and also produces a series of quality and after-sales problems, which increases the cost of after-sales service. Under such a market background, how can mobile phone shops survive and operate in the era of low profit? How to make profits in a "transparent" market environment? This is what I want to tell you in this article. Point 1: product strategy: mobile phone retail stores sell products mainly through the difference between the purchase and sale of products, so choosing marketable products has become the key to whether the store is profitable. So, what kind of products are marketable? There is no formula here. Consumer behavior should be analyzed according to the business circle where the store is located. For example, shops located in the core urban areas of first-tier cities such as Beijing, Shanghai and Shenzhen have strong consumption power and strong brand awareness. The products of these stores should be mainly international brands, supplemented by domestic first-line brands. After all, China is a developing country, and consumers are still very sensitive to prices. Therefore, most shops in second-tier or third-tier cities should be dominated by domestic second-tier brands and third-tier brands, supplemented by international first-tier brands and domestic first-tier brands. The products of international first-line brands and domestic first-line brands only need to show the best-selling models. Too many models are meaningless, and limited sales will cause financial pressure. Their role is firstly to set off or enhance the brand image of retail stores, and secondly as price reference. Because of the same configuration of products, international first-line brands and domestic first-line brands often have higher prices. The high prices of these products can set off the high cost performance of domestic second-and third-line brands and realize profits through the sales of domestic second-and third-line brands. This is called "building a smooth road and sneaking into the warehouse". In product organization, it is forbidden to grab eyebrows and beards, which has no priority and no purpose. Make targeted product strategies according to the consumption level and characteristics of the regional market where your store is located, and adopt different settlement policies according to different products, because different settlement policies of upstream suppliers determine different purchase prices. At present, a slightly larger retailer can win customers from upstream suppliers and even distribute goods. Many retail store owners are complacent and think they have taken advantage of others. In fact, this is a double-edged sword, which must be treated rationally. For international first-line brands and domestic first-line brands, it is best to distribute these products because of their high price, small sales volume and slow realization speed. For the best-selling models of domestic second-tier brands and third-tier brands, it is best to purchase in cash, which can reduce the purchase price. If you need to distribute goods, even if you can do it, the upstream suppliers will increase the occupation cost and risk costs, which will cause your purchase cost to be higher than others. The direct consequence is that your profit margin is lower than others, or your retail price is higher than others. At the same time, because it is distribution, I always feel no pressure. In the long run, it will only gradually weaken my competitiveness and gradually be eliminated by the market. For the organization of the whole dish of goods in the store, we must pay attention to the strategy, which are red flowers and which are green leaves, and we must distinguish clearly so as to take different countermeasures. Generally speaking, it is to promote the image of the store through the display of international brands, to use domestic first-line brands as price reference, to promote popularity through low-end traffic trading machines, and to achieve profitability through domestic second-line and third-line brands. Point 2: Inventory management Many mobile phone retail store owners have the same lesson: On the surface, the store is making profits every month, but what it finally earns is a pile of inventory. To put it bluntly, it's a pile of garbage, which means there is something wrong with inventory management. As a daily work of retail store management, it is necessary to measure the realization cycle of each product. Conditional retailers can analyze the sales life curve of each product through special software. When the sales curve shows a downward trend, they should reduce or stop purchasing and digest the inventory until it is lower than the cost price. Selling mobile phones is different from selling jewelry. Jewelry keeps appreciating and mobile phones keep depreciating. When it's time to jump off a building, you must jump and jump resolutely. Selling mobile phones is a bit like selling clothes. Out-of-season clothes are worthless. Selling mobile phones should not be "tearless", because the life cycle of a single product is getting shorter and shorter, so the scientific management of mobile phone retail stores is becoming more and more important, and inventory management has become the key factor to determine whether the store is profitable. The third point: after-sales service is the key factor affecting the brand image of retail stores. There is a lot of knowledge about how to do good after-sales service. At present, the main problem that restricts the after-sales service of retail stores is the after-sales service of domestic second-and third-line brands. Most domestic second-and third-tier brands have not established a perfect after-sales service system, and most of them rely on provincial contractors to provide after-sales service. Both upstream manufacturers and provincial contractors are extremely unstable. This is a dilemma, because second-line and third-line brands are the main profit model of retail stores, and you have to do it. Most retailers have the same lesson, that is, they suddenly can't find an organization. Even if they can find a provincial contractor, the provincial contractor says that the national contractor has closed down, he can't help it. This kind of problem often brings huge losses to retailers. Retailers are facing consumers, but they can't run out of the temple. More importantly, consumers now have some understanding of the Law on the Protection of Consumer Rights and Interests, and their awareness of rights protection is constantly strengthening. What retailers can't stand most is that customers go to the store every day to smash tables and counters, make a scene, and finally they can only give consumers a refund or change to a new machine with the same configuration. The only way to solve this problem is to cultivate your own after-sales service ability, and ask for maintenance materials when buying goods, because with the increasing integration of mobile phones, the probability of problems with chips or motherboards is getting lower and lower, and most of the problems are caused by peripheral electronic materials, such as microphones and motors. Therefore, as a retailer with a long-term development plan, we must strive to establish our own maintenance ability, so as to control our destiny in our own hands. The fourth point: internal management The importance of internal management to mobile phone retailers is self-evident. However, it is difficult for mobile phone retailers to improve their management ability quickly by themselves, and they must learn to learn from it. In terms of retail format, the management level of Hong Kong and Taiwan Province is higher than that of Guangdong, and the management level of Guangdong retail industry is obviously higher than that of the mainland by learning from Hong Kong and Taiwan. Therefore, the easiest way for mainland retail enterprises to improve their management level is to learn from Guangdong. In terms of grasping information and strengthening management, it is difficult for mainland retailers, especially small retailers, to study and inspect in Guangdong for a long time. However, 8835 mobile phone network solves this problem for everyone through the Internet platform, provides the latest product information in the first-tier market in Shenzhen, and teaches the most professional management methods for mobile phone retailers nationwide. At the same time, after several years of preparation by the 8835 team, Huaxia Publishing House published the first set of domestic mobile phone store operation and management classics, which is a must-read book for mobile phone store operators. Based on the principles of practicality and practicality, this set of books comprehensively discusses how to open, manage and sell mobile phones from three reader levels: operators, managers and sellers. This set of books is of great significance for standardizing the chaotic mobile phone sales market, improving the management ability of mobile phone stores and increasing the sales market of mobile phone stores.