How to open source and reduce expenditure in chain department stores from the perspective of management

Benefit is the foundation of enterprise's survival and development, and management is the most important channel to generate benefit. Thrift is a fine tradition of the Chinese nation, and many enterprises all over the world are following suit, so the most direct means of frugality is to open sources and reduce expenditure. In the business activities of department stores, how to realize open source is the first problem to be solved. In addition to the basic fixed expenses such as rent/discount rate, property fee, advertising fee and marketing distribution, a large number of domestic enterprises continue to put pressure on suppliers by using many names such as store celebrations, various festivals, staff equipment, staff dining, logistics transit, tax payment and handling fees. Kill the goose that lays the golden egg and start open source. As a result, suppliers were overwhelmed and withdrew their cabinets one after another. The subsequent result was a vicious circle, and many enterprises closed down under such tyranny. By doing everything possible to attract businessmen, it has become a whole with shopping malls, which is the relationship between a small river full of water and a big river. It is very unscientific and short-sighted to suppress suppliers unilaterally and seek short-term benefits unilaterally, which is tantamount to directly and viciously cutting off their own sources and bringing about self-destruction! So it should be stopped immediately. This is not open source, but killing the source. He ran a chain department store in Huludao, Liaoning Province three years ago. At that time, the performance of various department stores was relatively stable, and the sales performance of competitors was also relatively stable. How to attack opponents in the potential market environment and gradually gain absolute market share has become the strategic requirement of my entrepreneurship during this period. The business site of the enterprise cannot be expanded in a short time, the market is unable to undertake the prosperity of opening new stores, the number of stores opened by various brands is basically saturated in the region, and the development process of the city is in a slow adjustment stage, and so on. All the data show that we have achieved the ultimate in business operation, but based on my understanding of the local market, I have made a completely different judgment: we have not done business outside the scope of shopping malls, and neither have our competitors! So, a few months later, various commercial shops in Huludao city, including lifestyle supermarkets, barbershops, cake shops, sporting goods stores, street brand stores, stationery stores, cinemas, KTV, skating rinks, children's entertainment centers, etc. Commercial co-branded cards are popular. No matter what kind of goods you consume, you can find related extended goods in the internal mall of the enterprise system, and you can enjoy complete after-sales service. In the worst case, you can get a fine shopping mall. In this way, the company's popularity and reputation have been greatly improved, and the sales volume has nearly doubled directly! The team leader said that we have created a myth, a myth that seems impossible to complete. I said with a smile, this is just the beginning. When I left Huludao and decided to go back to Xi 'an, this co-branded card had already spread in the whole city, large industrial enterprises, institutions, factories and mines, and large households. Of course, one-fifth of the cards come from competitors. Because of our foresight, more than half of the market share is in our hands. Everyone knows that knowledge has no borders, but in fact, business operations also have no borders. The successful experiences of French Lafite, British Marks & Spencer and Harrods have already spread in China. In addition to off-site linkage, there are many open source methods, such as compressing unsalable formats and introducing new functional formats. To sum up, it is to turn sitting businessmen into sitting businessmen, do three-dimensional marketing, and comprehensively expand the marketing vision of enterprises. Many enterprises have done a lot of work to reduce expenses. For example, there are restrictions on administrative expenses, such as telephone charges, office supplies, travel and transportation expenses, vehicle use expenses, electricity consumption and so on. Control purchase cost, entertainment cost, brand subsidy cost, etc. In terms of marketing, there are also expenses such as controlling consumables, bidding and negotiation, publicity and promotion. There are even many regulations on expenditure reduction in financial departments, information departments and operation departments. But on the whole, they are all related throttling measures on the basis of fully ensuring the reasonable operation of shopping malls. Throttling is the embodiment of detail control and the symbol of enterprise success. Limited by the length of the article, I won't elaborate and analyze the throttling items too much, but simply introduce the verification of throttling standards and the innovation of throttling methods in department store business activities. Open source is the premise of improving the efficiency of shopping malls, and throttling is the guarantee of retaining the efficiency of shopping malls. On the basis of not affecting the good operation of shopping malls, how to judge the standard of throttling is a very necessary topic. Based on the long-term practical research, it is concluded that the most critical link of shopping mall throttling is to keep the balance between expenditure and supply, but there is no very standard value that can reflect the essence of balance. We can only find and judge whether we have a good balance from the comprehensive performance of employees, management, suppliers, customers and goods, lighting, beauty cosmetics, software and hardware equipment in the store. On the one hand, the former shows negative emotions and even behaviors, which is bound to be related to the chain reaction in other aspects; Correspondingly, so is the latter. Some time ago, the state announced the policy of price limit for electricity consumption, which was soon implemented in many department stores, especially a well-known department store in Tongchuan, Shaanxi. On that day, my friends and I went to inspect the recent operation of the store and prepared to find some information about the provincial department store industry conference. As soon as I came in, I found that many shops were dimly lit, and many of the overhead lights in the public areas of shopping malls were not turned on. Salespeople stood listlessly in the counter, looking at brand-new goods, or meditating or staring blankly, while there were almost countless customers in the mall, and a group of people even walked to the door. This is the imbalance of business, business will certainly not be good, and it is still Saturday. According to the salesperson, this was not the case before. Too much power restriction leads to dim light, which greatly affects the beauty effect. Customers feel depressed when they enter the store, there is no business at the counter, sales staff are bored, and managers can't find problems in time, which affects the sales performance of the mall. This is a series of chain reactions, and a detail determines the sales of the mall. How terrible and true! Give full play to management functions and control management costs reasonably. Constantly exploring, perfecting and optimizing various management systems is the basis for reasonably controlling management costs. Managers of shopping malls should give full play to their functions, seriously communicate with suppliers, listen to sincere suggestions and opinions, improve and optimize the corresponding management system in time, and reduce unnecessary work procedures and troubles. This is the basic way to reduce expenses in shopping malls. Optimize the marketing model and strengthen communication and cooperation with customers. Through the continuous study, reference and absorption of existing successful experiences and methods, we will improve and optimize the marketing model of shopping malls, so as to think about what customers think and worry about their urgent needs, and comprehensively solve various problems faced by front-line sales terminals. Extend the financial management function and improve the traditional financial image. The financial requirements of shopping malls have changed from a single accounting management and cost accounting to a department that provides information and decision-making services in combination with the development of shopping malls. Finance should also go deep into the front line, so the cashier can know the sales situation at the counter and better provide accurate data basis for the business adjustment of the mall. Strengthen the information management of shopping malls, simplify administration and decentralize power.