It is not customary to save money on children. Therefore, opening a children's clothing store can become a very successful business. The main thing is to approach the organization of such an enterprise wisely.

Although children need clothing in specific sizes and styles (especially for babies), there are not many specialty stores.

Often these are either expensive boutiques common in megacities, or market outlets more familiar to small towns, where the quality of goods leaves much to be desired.

Under these conditions, opening a clothing store with a wide range of products for children of all ages can be considered a highly profitable business that can satisfy users living in settlements of various sizes. Let's figure out how to open a children's clothing store from scratch, and what nuances to consider when creating such a business. And what does it take to open a children's clothing store?

Format is everything

Starting a business from scratch is not so bad.

Yes, it will have to be untwisted, and this is not easy work.

On the other hand, it is possible to choose the concept of the future enterprise. The right format is the key to success.

Funds are spent more rationally, space is more compact. As for the assortment and advertising, they are more thoughtful, which means they will certainly hit the mark. So, the format of a children's clothing store could be as follows:

1. Classical. This implies the sale of products through a full-fledged trading place in specialized departments of hypermarkets or in individual stores in shopping centers.
2. Online. It is quite possible to sell clothes for children via the Internet. Today it is popular and in demand.

Both cases have their pros and cons. For example, in the first option, buyers have the opportunity to look, feel and try on clothes for the baby.

When purchasing clothes through a store’s website, they will have only a visual idea of ​​the product, and will also be guided by the description provided by the seller. The photo does not always reflect the true appearance of the item, just as the stated characteristics may not correspond to reality.

It is worth being prepared for frequent product returns when selling online.

Choosing clothes for a child is quite difficult.

Children do not always meet age standards for height, weight and foot size.

At the same time, online sales are beneficial for both the seller and the buyer. The first one saves on renting premises and, accordingly, can install more low prices. The latter have the opportunity to purchase products at an affordable price almost around the clock, without leaving home.

Advertising and promotion

As for advertising, increased measures will be required to promote an online store. The real store is always in front of the eyes of customers passing by, so when they need children's products, it will be the first thing they remember.

It is convenient to promote a children's clothing store through specialized resources (thematic forums, groups in in social networks, blogs of successful mothers). Such advertising is quite economical and effective.

Where is the best place to locate a store?

Initially, you will not need a large area to open a store. 50 m2 will be enough.

It's better to start from a small point. This will allow you to study customer preferences, identify the most popular products and “get your teeth into it.”

It makes sense to open a store in areas with high traffic, preferably for the audience for which the product is intended.

Not necessarily in the city center. Adults buy clothes for children, so locations near kindergartens, attractions, playgrounds, clinics, and development centers would be appropriate.

It is advantageous to locate the premises near similar stores that are popular with consumers.

This will increase your chances of getting attention potential consumers. Going to their usual store, customers are highly likely to visit yours.

A high-quality level of service, a well-thought-out assortment and a loyal pricing policy will help convince a client to buy clothes for a child from you.

Naturally, it is worth taking into account the rental rate. It can vary several times. However, the location of the store in an expensive shopping center with a high rental rate does not guarantee a large turnover.

Children's clothing store in rented premises

The website is the face of the store. It is both a showcase and an office, so it should be interesting, convenient and as understandable as possible to the client. All necessary data must be visible (contacts, product order buttons, opening hours, sizes, colors, product availability, prices, advantages of purchasing on this particular resource, etc.).

It is better to order a website from professionals. Specialists will not only create a high-quality resource with advanced functionality that takes into account all the client’s wishes, but will also be able to advise which domain and hosting to purchase, which structure and color scheme of the site will be more advantageous.

Just creating a website for an online store is not enough. The resource must be optimized for search queries and periodically promoted. Specialists can handle this better. You can order subscription services.

Store decoration

It is advisable to decorate a children's clothing store in light or bright colors. Pictures with cartoon or fairy-tale characters would also be appropriate. A good trick that both children and parents fall for is gifts for kids.

It will be enough to distribute Balloons, hoops with “ears”, cardboard masks and other little things. Children's music will not be superfluous either. This background will help good mood from buyers.

Bright design for a children's clothing store

Old-timers in this niche advise placing a children's corner in the store. It can be equipped with a sofa, playpen, TV, drawing table, children's slide or toys. This will allow one of the parents to relax with the child while the other is busy choosing the baby’s wardrobe.

Legal registration

To operate a children's clothing store, you will need to register an individual entrepreneur or LLC, as well as obtain product certificates.

To do this, you need to submit documents to certain government agencies (tax office, Pension Fund, Social Insurance Fund, Compulsory Medical Insurance Fund, etc.). Registration will take up to 10 days.

Suppliers should be selected that are verified and have appropriate licenses for the products manufactured or sold. Certified products will meet high quality standards and will also have clothing size markings that meet established standards.

Children's store assortment: embrace the immensity

The initial assortment should be formed according to the season from items of a full size range.

It is better if there are more than one set of them.

Based on what category of children you are targeting (infants, children preschool age, schoolchildren).

Choose the most popular colors (pink, blue, neutral). As you sell products, identify the items in greatest demand.

Depending on the width of the assortment, select personnel. He must be sociable, honest, attractive and polite. For a small store, 1-2 sellers and 1 cleaner will be enough.

If you have a dacha or a country house with a plot, you can try yourself as a businessman. On the plot you can grow products for subsequent sale. – everything about organizing a greenhouse farm, calculating investments and payback.

Check out the garage production business ideas. Successful examples from Europe.

Making and selling soft ice cream is simple and at the same time profitable business. In this topic, we will consider all the nuances of starting this business: from ice cream production technology to calculating payback.

Costs of opening a store

• registration - about 1 thousand rubles;
• obtaining permits – up to 10 thousand rubles;
• rent (if required) – up to 70 thousand rubles;
• repair and purchase of equipment, office equipment, Supplies– up to 250 thousand rubles;
• purchase of goods - up to 300 thousand rubles;
• staff salaries – up to 25 thousand rubles;
• advertising campaign – up to 20 thousand;
• other expenses - about 50 thousand rubles.

The total amount will be approximately 726 thousand rubles. However, in each individual case it may change (for example, if there is no need to make repairs).

Business payback

Is it profitable to open a children's clothing store? Profitability of opening children's store quite high.

With proper organization of a point in a pass-through location, it will be possible to return the invested funds in a year and a half.

At the same time, tangible profits will appear after six months of stable operation, when the brand becomes recognizable and an audience appears regular customers. The average markup on products is about 130%.

This business requires frequent updating of the assortment, therefore, constant investments. Don't forget about the seasonality of business. As a rule, sales fall during the off-season. Therefore, it is advisable to “dilute” the store’s assortment with toys, handbags, accessories, and other goods.

When opening a children's products store, focus on kids. After all, they are the ones who will ultimately make the decision to purchase this or that item. Put your soul into your store, and then parents and children will come to you again and again, feeling the atmosphere of attention and ease. And of course, you shouldn’t ignore the quality of the products. Little customers especially need comfortable, beautiful things that are resistant to wear and tear.

If you prefer production to other types of activities, but do not have large finances, then you can realize your idea by creating a small production. . Where to begin? What to produce? You will find the answer to these questions in the next article.

Read the topic about how to find remote earnings while on maternity leave. Useful tips for young mothers.

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One investor decided to retire in 15 years. Every month he invests 20 thousand rubles.

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Business plan for selling mobile accessories on the “island”

* The calculations use average data for Russia

1. PROJECT SUMMARY

The goal of the project is to create a micro-enterprise in Krasnodar. The area of ​​activity is the sale of accessories for mobile phones on an “island” in a large shopping center. The project initiator is assumed to be self-employed.

The demand for the project’s products is due to the general situation in the mobile retail market: a decrease in the solvency of the population, which has led to a decrease in demand for new mobile phones and smartphones. This, in turn, is driving demand for mobile device repair services, as well as accessories that can personalize a device or protect it from physical wear and tear.

Investment costs are aimed at making a rental deposit for three months, production of a trade stand, purchase of goods, as well as the formation of a working capital fund until the project reaches payback.

Table 1. Key project performance indicators

2. DESCRIPTION OF THE COMPANY AND INDUSTRY

One of the most striking indicators of consumer sentiment in Russia today is the market for mobile devices – smartphones and tablets. In a stable economic situation, many Russians preferred to change their smartphone on average once every one and a half to two years. In the last two years the situation has changed dramatically.

Based on the indicators of the RSBI Opora Index, compiled by Opora Russia jointly with Promsvyazbank, entrepreneurial sentiment in Russia stopped falling and showed a slight growth trend.

Figure 1. RSBI indicators, 2014-2016

However, mobile retail (b2c market for mobile devices) indicates a more serious decline in consumer sentiment. For example, in 2015 the main market trends were:

a decrease in the share of the premium segment in total sales against the backdrop of the growing popularity of new (largely Chinese) brands; at the same time, consumers preferred to maintain the performance of the devices, but not overpay for the brand; the share of traditional smartphone manufacturers has fallen to less than 50% of total sales

growth in the average retail price of devices - according to experts, it increased by 9% compared to 2014; at the same time, growth turned out to be significantly lower than in other segments of the household appliances and electronics market

growth in the functionality of smartphones - the share of devices supporting LTE, NFC, two SIM cards, etc. has increased.

smartphones replacing regular mobile phones, which account for 33% of total sales as of 2005

It was in 2015 that the mobile device market in Russia showed negative dynamics for the first time since 2009: compared to 2014, sales decreased by 3% in volume terms. Sales of smartphones increased due to a decrease in sales of conventional mobile phones - smartphones, according to the analytical agency TrendForce, were sold 22% more than in 2014 (in monetary terms).

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At the beginning of 2016, several of the largest players in the mobile retail market reported a serious drop in sales in physical terms - by 8.4% in 2015 compared to 2014. Revenue, however, continued to grow due to rising device costs. The average cost rose from 8.9 thousand rubles per device in 2014 to 10.1 thousand rubles. in 2015. Smartphones with LTE support accounted for about 57% of sales in volume terms.

At the beginning of September 2016, the analytical company IDC published preliminary results Russian market mobile devices for the first half of 2016. Experts note a stabilization of indicators and a return to pre-crisis levels. However, according to IDC forecasts, in dollar terms the market will not regain its former positions. In the medium term, the market will remain highly competitive and price sensitive.

The main market trends in 2016 include:

continued growth of interest in the functionality of devices (performance, LTE support, photo and video quality, etc.)

consumers began to change mobile phones less frequently (the share of devices purchased more than 12 months ago has increased significantly)

growth in sales of mono-brand chains, decrease in sales of multi-brand chains; The retail of mobile network operators is also growing (in the first half of 2015, 21% of buyers purchased mobile devices from operators, in 2016 – 24%)

growth in device sales own brands mobile operators; As a rule, these are budget devices made in China

Figure 2. How long ago did you buy the mobile phone / smartphone you use today (according to AC&M)

Figure 3. Mobile device sales structure (according to AC&M)

To summarize, the market is most likely to stagnate over the next few years. The share of multi-brand retail will continue to decline, but it will not disappear completely. The importance of cellular operators' own distribution channels will grow.

These data indicate a decrease in demand for new mobile electronics, which leads to an increase in demand for spare parts and accessories. Thanks to accessories, you can “revive” the appearance of even a significantly shabby smartphone, as well as extend its life.

The enterprise is organized from scratch and registered with the relevant government agencies. Accommodation point of sale- “island” in the largest shopping center in Krasnodar. An island is a retail outlet with an area of ​​2.5 m2 in the gallery of a shopping center. The project initiator is assumed to be self-employed.

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Krasnodar is a city in the south of Russia, the administrative center Krasnodar region, one of the largest cities in the Southern Federal District. A large economic, commercial, industrial and cultural center. The population of the city is 853 thousand people.

The largest shopping center in the city was chosen for placement, the total area of ​​the center is 180,400 m2, the retail area is 142,000 m2; parking for 3,500 cars. On the territory of the shopping center there are: the largest grocery hypermarket in the Southern Federal District, a hypermarket building materials, furniture store, goods for sports and recreation, Appliances and electronics, clothing and shoes for children and adults, bowling.

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The retail outlet is located in a place with the highest traffic, in one of the central galleries of the shopping center, in close proximity to the food court.

3. DESCRIPTION OF GOODS AND SERVICES

The project sells accessories for mobile phones and smartphones in the budget and mid-price segments, mainly Chinese and Russian production. These include both decorative elements (back covers), functional (chargers, portable speakers) and protective (protective films, cases). Full list products (by category) are given in Table. 2. To simplify calculations, the average cost of goods in each category is used.

Table 2. Assortment, variable costs and selling price

Project workers also provide services for applying protective film, installing back covers, setting up speakers, and so on. All services are provided free of charge.

The goods are purchased from the wholesale warehouse of a large online wholesale supplier of mobile accessories. The warehouse is located in Krasnodar, which greatly facilitates logistics and reduces the cost of delivering goods.

4. SALES AND MARKETING

The target audience of the project is men and women aged 14 to 45 years, with a mobile phone or smartphone, with an income level of up to 50,000 rubles. All sales are carried out directly through the retail outlet in the shopping center. To attract customers, a specially organized display of goods is used, demonstrating the most striking and original accessories. In addition, there are periodic product demonstrations - for example, the operation of portable speakers.

Additional promotion is carried out through social networks and Internet services aimed at the youth audience, which is the most active segment target audience. Social networks ok.ru, vk.com and Instagram service are used. Public pages are created filled with various content:

useful - tips and tricks on the use of mobile phones and accessories, how to care for them (40% of the volume)

entertaining – funny stories and pictures related to the theme of the pages (25% of the volume)

involving – competitions, surveys (15% of volume)

Publication frequency – 3-4 posts per day.

The competitiveness of the project is based on its favorable location. There are shops on the territory of the shopping center digital technology, which also offer accessories for mobile phones and smartphones, however, since this area is not their specialization, their assortment, as a rule, is not so deep. Usually warehouse stock Mobile retail stores consist of accessories for the latest models of devices that are directly on sale. Considering the fact that the stock of mobile devices in the country is rapidly aging, accessories for older models are becoming in demand. The project takes this fact into account and pays attention to the purchase of such accessories, which has a positive effect on the profitability of the project, since outdated models are purchased from the stock balances of wholesale suppliers at a discount.

Reaching planned sales volumes is expected to begin in the fourth month of project implementation. Reaching the break-even point by the third month of project implementation. The demand for the project’s products does not have a pronounced seasonality, with the exception of surges in consumer activity during the pre-holiday periods - before February 23, March 8 and the New Year.

Table 3. Planned sales volumes

5. PRODUCTION PLAN

Sales of goods are carried out through a sales stand located in the gallery of the shopping center. Stand area – 2.5 m2. The operational stock of goods is stored inside the stand, in locked boxes. The premises of the shopping center are centrally guarded, so overnight storage of goods at the stand is safe. The main inventory is kept by the project initiator, for which a special room has been equipped in his house.

The trade stand is produced furniture company in Krasnodar to order according to individually developed drawings. The design provides the most convenient open display that can attract the attention of visitors to the shopping center. The period for manufacturing and installation of the stand (by the manufacturer) is 7 calendar days.

The purchase of goods is carried out at the warehouse of a large wholesale supplier of mobile accessories. Depending on the volume of a one-time purchase, the size of the wholesale discount usually varies, but the project initiator managed to reach an agreement with the regional management to fix the maximum discount, subject to a gross monthly purchase volume of at least 150,000 rubles. Planned volume of purchases (according to Table 3 – 171,200 rubles).

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The warehouse turnover is planned at 2-2.5 times a month, thus, 2-3 purchases of goods are carried out monthly for varying amounts. This allows you to more accurately form warehouse inventory, avoid the appearance of illiquid goods, and also increase the turnover of working capital.

The product is supplied in original packaging. The warranty period depends on the product category.

6. ORGANIZATIONAL PLAN

All management and management functions carried out by the project initiator. He has experience in organizing retail trade and online promotion. Accounting has been outsourced. The opening hours of the outlet are 10.00 – 22.00. Provided shift work work - 2/2, accordingly, a second seller is required. The selection of a seller is carried out during the preparatory stage of the project. The duration of the preparatory stage is 1 week. During this period, the production and installation of the trade stand is also carried out, and the first batch of goods is purchased. After this the period begins operational activities enterprises.

The project has a limited implementation period - five years, after which it is planned to be liquidated with the sale of assets and fixation of profits. The basis for this decision is the unpredictability of the development of mobile technologies and the economic situation in the country.

Individual entrepreneur was chosen as the legal form. Form of taxation – Single tax on imputed income, section 8 “ Retail carried out through stationary facilities trading network, without trading floors, as well as through non-stationary retail chain facilities, the area of ​​the retail space in which does not exceed 5 sq.m.”

Table 4. Staffing table and wage fund

7. FINANCIAL PLAN

The financial plan is drawn up for the entire duration of the project and takes into account all income and expenses of the project. Revenue refers to revenue from operating activities; The project does not provide for other types of income. Annual revenue after the project reaches planned sales volumes is 3.3 million rubles; net profit (after taxes) – 299 thousand rubles.

Investment costs are 309,000 rubles, of which the project initiator’s own funds are 100,000 rubles (Table 5). Flaw Money it is expected to be covered by attracting a bank loan for a period of 24 months at 18% per annum. Loan repayment is carried out in annuity payments, credit holidays are three months.

Table 5. Investment costs

Variable costs include the cost of purchasing goods (including the cost of transportation to the project warehouse) and are shown in Table. 2. Fixed costs include expenses for space rental, advertising and depreciation. The amount of depreciation charges is calculated using the straight-line method based on the useful life of fixed assets of five years. Upon completion of the project, fixed assets are subject to write-off.

Table 6. Fixed costs

A detailed financial plan is given in Appendix. 1.

8. EVALUATION OF EFFECTIVENESS

Assessment of the effectiveness and investment attractiveness of the project is carried out on the basis of analysis financial plan, cash flows, as well as simple and integral performance indicators (Table 1). To account for changes in the value of money over time, the discounted cash flow method is used. Discount rate – 3%.

Simple (PP) and discounted (DPP) payback period is 16 months. Net present value (NPV) – RUB 450,964. Internal rate of return (IRR) – 7.1%. Profitability index (PI) – 1.46. These figures are quite high at a low discount rate. If we take the discount rate as the desired rate of return of the project initiator, the project can be considered effective and attractive to the investor.

9. WARRANTY AND RISKS

To assess the risks associated with the implementation of the project, internal and external influencing factors are assessed. TO internal factors could be attributed to an incorrectly selected assortment. To neutralize this risk, the following measures must be taken:

monitoring warehouse balances for turnover and liquidity

monitoring feedback and survey results on social media pages

monitoring competitors' assortment

obtaining data on the most popular products from the project supplier

External factors include the following:

rent increase

decrease in effective demand

If any of the listed negative scenarios are realized, it is necessary to fix the profit and liquidate the project due to the inability to compensate for the increase in costs due to the profitability of the project.

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Building a sales department from scratch is enough difficult process, requiring certain knowledge and skills. How to effectively build and organize a sales department so that it produces maximum results from scratch - read in this material.

How to organize sales? Is it possible to build a sales department on your own?

First, let's look at the ideal sales team as it should be:

Ways to create a sales department:

1. Hire good sales people and sales will come on their own, because people know how to sell, and they themselves will create the conditions for sales development.

2. Turn to professionals to build a full-fledged turnkey sales department. For example, come to us :)
We have built more than a dozen sales departments, we know all the pitfalls, and we can launch the department into full-fledged combat operation in 2-3 months. But it would be untrue to say that creating a sales department on your own is impossible.

3. Start building a sales department yourself. There are people who can handle it themselves. It is for those who decided to build a sales department on their own that this text was written. If difficulties arise or you want to do everything the first time and efficiently, our proposal to create a turnkey department is valid.
The main thing is to know that there are two main approaches to such a process as organizing the work of a sales department. Here you can find out what their differences, disadvantages and advantages are. Now we will focus on the actions that need to be taken to create a full-fledged sales department.

Algorithm for building a sales department:

Step #1: Identify Resources

First we must determine the resources we have. First of all, this is finance. For example, the costs of creating a sales department in Moscow from scratch will be:

One-time costs:

• Organization of a manager’s workplace (RUB 15,000 - 40,000)
• CRM system per employee (3,000 - 30,000 rubles)
• Virtual PBX and telephone equipment, with the ability to record and record conversations per employee (2,000 - 5,000)

It is necessary to have a supply of resources for at least 3 months. This is the period during which the salesperson reaches payback. Therefore, you need to have a reserve to feed him without taking into account his income.

Monthly costs:

• Rent based on 5 m2 per employee (RUB 4,500 – 45,000)
• Salary (35,000 – 60,000 rub.)
• Phone (1500 – 6000 rub.)

So, creating a sales department with one specialist, according to rough estimates, in Moscow costs 143,000 - 380,000 rubles. These are only the direct costs associated with the manager’s work, and for a new business the costs are much higher. You can, of course, expect that managers will sell a lot of things in the first month, but based on experience, I would not do this. Let it be a pleasant surprise if they sell out of everything they can ;). Therefore, when planning your financial resources, you need to clearly understand the cost of organizing one sales specialist.

Temporary resources. Building a sales department from scratch takes at least 4 working hours a day in the first or second month. At least 2 hours a day in the third month. If the owner/commercial director plans to create a sales department, then he must clearly allocate this time to debugging the system. If this time is difficult to allocate, then you need to hire a person who will be involved in building and organizing this mechanism - the head of the sales department.

Human resources. It is necessary to understand how many managers the company can afford from a financial point of view. And how many of them can the company itself digest when fulfilling sales plans? So that it doesn’t turn out that managers are selling, but the company cannot produce goods or provide services.

Step No. 2. Regulate sales processes

Usually this step is omitted. No, sales processes, of course, are formed in any case, but chaotically. The first specialist sells in one way, the second in another, one communicates with the purchasing department directly, the other through the first, the third generally believes that he knows about the capabilities of the purchasing department better than the purchasing itself. The areas of responsibility are not clear; it is impossible to summarize this zoo into single statistics. It is because of this that the idea appears that it is impossible to regulate the sales department. After some time, the processes themselves settle down, less successful sellers spy on working schemes from more successful ones, and, in the end, a more or less unified algorithm is developed. But for this to happen, significant time must pass, and the processes will remain more or less unified; when building a turnkey department, we do not allow this to happen.

Therefore, in order to manage unified system, and not isolated individuals, and it is necessary to first think through the basic documents of the sales department.

OSnewregulations required for most sales departments:

• Rules for attracting new clients;
• rules for preparing commercial proposals;
• rules for interaction with the purchasing department, technical unit, accounting and logistics;
• customer support rule.

The sales department regulations are not a document written just once and strictly fixed; they are a living description of real work. It must constantly change, because it is impossible to write it correctly once and for all. Until people start to act on it, it is generally difficult to imagine the effectiveness of its work, so it can only be a guideline. The regulations should not be more than 1 A4 page, ideally it should be a simple flowchart on half an A4 page. If it goes to the second page, then it won't work.

There is one simple way to check the functionality of the regulations. Give it to three or four participants in the process to read, and then remove it, and give these participants the opportunity to speak it out. If everyone has an understanding of teamwork and the boundaries of responsibility, then it is working; if misunderstandings arise, it needs to be supplemented. The regulations should not contain large ramifications and hundreds of exceptions, it should work in 80% of cases, for the rest it should be possible for members of the sales department to negotiate.

Step No. 3. Determine personnel policy

First of all, you need to create a portrait of a sales manager. There are many ways to do this, but, first of all, you need to solve the most important question: will the bet be placed on young guys with bright eyes, or on professionals who have worked in the industry and know the market, who just need to be given the tools and do not need to be trained.

Most owners and managers, when building a department, are inclined to the second option. Which is understandable, because this does not require training, spending effort on developing a strategy and constantly wiping snot at the first stage. In addition, not everyone can teach, and a third-party guest trainer is not always results-oriented. He comes and conducts a cool, fun, driving training, and then leaves. And the manager is left to independently carry out the main work - organizing and translating knowledge about sales theory into skill. The exception, of course, is us :) We select employees who must show results, train them and provide further support until the sellers demonstrate stable effective sales skills. The second option can also be dangerous in that any sales manager has a certain expiration date, and if you take an experienced professional, you may well run into someone who is burnt out, and also highly paid.

Now let's move on to the size of the sales department. There is an approach that says that a sales department of less than 6 people is not a sales department. The approach is clear. We take 6 people, perhaps 1-2 of them will show real results and pay for the rest. I believe that you can start a sales department with 3 people. And this is just the beginning; then there may be only two left. One should be in reserve, so to speak, reinsurance against the human factor. It is better to have at least two, so that there is a guideline, competition and there is no dependence on one person. Although with a limited budget it can be 1 person, the risks are simply higher.

As for creating a sales department with 10 or more employees at once, I think this is completely ineffective. I'll explain why. If there is no department, then there is still no understanding of where to go, where the clients are, how to convince them. This understanding will slowly emerge. Of course, 10 people will be able to cover more roads, but all this time the budget will be spent on their maintenance and organization. Therefore, I am a supporter of creating a sales department of 3-5 people, and then, after hitting all the initial bumps, replicating successful practices.

Step #4: Identify Management Tools

The key to a successful sales department is a control system. Control is needed even for the most successful managers, but should not be intrusive and justify itself. I am categorically against any reports filled out in order to show my work to the manager. Any reports should be generated automatically and contain only the information that the sales specialist will still enter for his own convenience. This function works great CRM systems. The salesperson works with the client and does not generate reports for management. And management can create any report online in any aspect. You can learn more about automation of the sales department.

The motivation system is the heart of the management and organization of the sales department. It should motivate salespeople to achieve accomplishments, but in no case should you think that by hanging a big carrot, you have done enough for the manager to strive for it. It is then that the system by which the sales department is built is successful, when a specialist needs to create conditions under which he will be able to reach it, performing the actions for which he is trained.

Field support for managers is what determines the level of sales (key) skills of specialists. Not how many trainings they have completed, not how many books they have read, not how many objection handling methods they know, and not even the product knowledge test they successfully passed. This is exactly how sellers know how to use all this information in real sales. Therefore, if a decision is made to invite the coolest sales trainer, but the head of the department does not know how to organize field support, the training will in no way affect the level of sales.

Step No. 5. Go through everything yourself)

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or individual entrepreneur registered in accordance with the laws of the state of which such person is a resident;

which has accepted the terms of this Agreement.

1.4. For the purposes of this Agreement, the Parties have determined that confidential information is information of any nature (production, technical, economic, organizational and others), including the results of intellectual activity, as well as information about methods of implementation professional activity(including, but not limited to: information about products, works and services; information about technologies and research works; information about technical systems and equipment, including software elements; business forecasts and information about proposed purchases; requirements and specifications of specific partners and potential partners; information related to intellectual property, as well as plans and technologies related to all of the above) communicated by one party to the other in writing and/or electronic form, clearly designated by the Party as its confidential information.

1.5. The purpose of this Agreement is to protect confidential information that the Parties will exchange during negotiations, concluding contracts and fulfilling obligations, as well as any other interaction (including, but not limited to, consulting, requesting and providing information, and performing other orders).

2. Responsibilities of the Parties

2.1. The Parties agree to keep secret all confidential information received by one Party from the other Party during the interaction of the Parties, not to disclose, divulge, make public or otherwise provide such information to any third party without the prior written permission of the other Party, with the exception of cases specified in the current legislation, when the provision of such information is the responsibility of the Parties.

2.2.Each of the Parties will do everything necessary measures to protect confidential information using at least the same measures that the Party uses to protect its own confidential information. Access to confidential information is provided only to those employees of each Party who reasonably need it to perform official duties for the execution of this Agreement.

2.3. The obligation to keep confidential information secret is valid within the validity period of this Agreement, the license agreement for computer programs dated December 1, 2016, the agreement to join the license agreement for computer programs, agency and other agreements and for five years after termination their actions, unless otherwise separately agreed by the Parties.

(a) if the information provided has become publicly available without a violation of the obligations of one of the Parties;

(b) if the information provided became known to a Party as a result of its own research, systematic observations or other activities carried out without the use of confidential information received from the other Party;

(c) if the information provided is lawfully received from a third party without an obligation to keep it secret until it is provided by one of the Parties;

(d) if the information is provided at the written request of a government authority, other government agency, or local government body in order to perform their functions and its disclosure to these bodies is mandatory for the Party. In this case, the Party must immediately notify the other Party of the received request;

(e) if the information is provided to a third party with the consent of the Party about which the information is transferred.

2.5.Insales does not verify the accuracy of the information provided by the User and does not have the ability to assess his legal capacity.

2.6.The information that the User provides to Insales when registering in the Services is not personal data as defined in Federal law RF No. 152-FZ dated July 27, 2006. “About personal data.”

2.7.Insales has the right to make changes to this Agreement. When changes are made to the current edition, the date of the last update is indicated. The new version of the Agreement comes into force from the moment it is posted, unless otherwise provided new edition Agreements.

2.8.By accepting this Agreement, the User understands and agrees that Insales may send the User personalized messages and information (including, but not limited to) to improve the quality of the Services, to develop new products, to create and send to the User personal offers, to inform the User about changes in Tariff plans and updates, to send the User marketing materials on the subject of the Services, to protect the Services and Users and for other purposes.

The user has the right to refuse to receive the above information by notifying in writing to the email address Insales -.

2.9. By accepting this Agreement, the User understands and agrees that Insales Services may use cookies, counters, and other technologies to ensure the functionality of the Services in general or their individual functions in particular, and the User has no claims against Insales in connection with this.

2.10.The user understands that the equipment and software, used by him to visit sites on the Internet, may have the function of prohibiting operations with cookies (for any sites or for specific sites), as well as deleting previously received cookies.

Insales has the right to establish that the provision of a certain Service is possible only on the condition that the acceptance and receipt of cookies is permitted by the User.

2.11. The user is independently responsible for the security of the means he has chosen to access his account, and also independently ensures their confidentiality. The User is solely responsible for all actions (as well as their consequences) within or using the Services under the User’s account, including cases of voluntary transfer by the User of data to access the User’s account to third parties under any conditions (including under contracts or agreements) . In this case, all actions within or using the Services under the User’s account are considered to be carried out by the User himself, except in cases where the User notified Insales of unauthorized access to the Services using the User’s account and/or of any violation (suspicion of violation) of the confidentiality of his means of accessing your account.

2.12. The User is obliged to immediately notify Insales of any case of unauthorized (not authorized by the User) access to the Services using the User’s account and/or of any violation (suspicion of violation) of the confidentiality of their means of access to the account. For security purposes, the User is obliged to independently safely shut down work under his account at the end of each session of working with the Services. Insales is not responsible for possible loss or damage to data, as well as other consequences of any nature that may occur due to the User’s violation of the provisions of this part of the Agreement.

3. Responsibility of the Parties

3.1. The Party that has violated the obligations stipulated by the Agreement regarding the protection of confidential information transferred under the Agreement is obliged to compensate, at the request of the injured Party, the actual damage caused by such violation of the terms of the Agreement in accordance with current legislation Russian Federation.

3.2. Compensation for damage does not terminate the obligations of the violating Party to properly fulfill its obligations under the Agreement.

4.Other provisions

4.1. All notices, requests, demands and other correspondence under this Agreement, including those including confidential information, must be in writing and delivered personally or through a courier, or sent to e-mail to the addresses specified in the license agreement for computer programs dated December 1, 2016, the accession agreement to the license agreement for computer programs and in this Agreement or other addresses that may subsequently be specified in writing by the Party.

4.2. If one or more provisions (conditions) of this Agreement are or become invalid, then this cannot serve as a reason for termination of the other provisions (conditions).

4.3. This Agreement and the relationship between the User and Insales arising in connection with the application of the Agreement are subject to the law of the Russian Federation.

4.3. The User has the right to send all suggestions or questions regarding this Agreement to the Insales User Support Service or to the postal address: 107078, Moscow, st. Novoryazanskaya, 18, building 11-12 BC “Stendhal” LLC “Insales Rus”.

Publication date: 12/01/2016

Full name in Russian:

Limited Liability Company "Insales Rus"

Abbreviated name in Russian:

LLC "Insales Rus"

Name in English:

InSales Rus Limited Liability Company (InSales Rus LLC)

Legal address:

125319, Moscow, st. Akademika Ilyushina, 4, building 1, office 11

Mailing address:

107078, Moscow, st. Novoryazanskaya, 18, building 11-12, BC “Stendhal”

INN: 7714843760 Checkpoint: 771401001

Bank details:

• Selecting a room
• Step-by-step plan for organizing a store
• How much can you earn selling bed linen?
• What equipment to choose for a bed linen boutique
• What documents are needed to organize a business?
• Do you need permits to open a bed linen boutique?
• Bed linen sales technology

How much money do you need to open a bed linen store?

Many aspiring entrepreneurs can open a department selling bed linen. Bed linen is in constant demand among consumers and is one of the most popular gifts. The advantage of trading BCP (bed linen) is that, compared to clothing, you do not need to purchase many different sizes for each client. Hence the low admission ticket in business - to open a small department selling bed linen, it is enough to invest about 300 thousand rubles in goods.

According to experts, only in the crisis years of 20014-2015 in the textile industry there was a decline in production, by about 15% compared to pre-crisis indicators. And in 2017, the turnover of the bed linen market returned to its previous level and in subsequent years there was an increase of 10-12%.

More than 60% of the market for bed linen sets is occupied by domestic manufacturers, these are such giants of the textile industry as the Ivanovo Textile Association (ITO), the Volga Textile Company, the Nordtex Corporation, and the Russian Textile Alliance. The rest of the market (40%) is occupied by manufacturers from China, Turkey, France, Italy and Spain.

The bed linen market is divided into several segments:

• Low, bed linen sets up to 2000 rubles;
• Medium, sets from 2000 to 3500 rubles;
• Premium or elite, sets over 3,500 rubles.

The first, budget segment includes Russian-made kits, mainly from small garment factories. Large Russian and foreign manufacturers (Turkey, Italy) operate in the medium and premium segments. At the same time, more than 90% of all underwear is purchased in the low and middle segment, since such underwear is practically not inferior in quality to more expensive sets and is quite comfortable. When purchasing luxury underwear, the consumer pays more for the brand than for quality. Therefore, in order to please every customer, the assortment of the outlet should include both cheap and expensive bedding sets.

Among the materials most in demand Consumers use bedding sets made of cotton, linen and silk. At the same time, cotton comes in first place, followed by linen, and the top three is occupied by cotton wool. The markup on goods at retail is at least 50%.

Selecting a room

When opening a department selling bed linen, you must rent at least 15m2 retail space. In principle, you can open on 10 m2, but the assortment of the outlet and the entrepreneur’s revenue will suffer. In addition, you will need to rent a warehouse and utility room. The rental price for 15 m2 in a walkable location, depending on the region, will cost from 30 thousand rubles/month. Therefore, when opening a retail outlet, in addition to the cost of goods, it is necessary to include a double rental deposit.

As for the geographical location of the boutique, the best options, as usual, are large shopping centers, manufactured goods markets and departments in residential areas of the city.

What OKVED code should I indicate when registering a bed linen store?

To open a store or boutique selling bed linen, just register individual entrepreneurship . OKVED code - 52.41.1 “Retail trade of textile products.”

Which taxation system to choose to open a store?

As tax systems a special mode is used - single tax on imputed income (UTII). The tax amount will depend on the area sales department and the k2 coefficient established in your region. If you plan to hire sellers, then you need to register with extra-budgetary funds (PFR and FSS) as an employer.

After opening a boutique, you must notify the local branch of Rospotrebnadzor about the start of your activities. According to businessmen who have been working with textiles for many years, SES representatives like to visit such points. In textiles, Soviet GOSTs still apply, and almost every inspection ends in a fine. This happens because the assortment of the outlet includes products from small factories that do not bother with GOST standards. Good that scheduled checks take place no more than once every 3 years.

Many aspiring entrepreneurs, when opening a boutique, begin to work with wholesale organizations. But in conditions of fierce competition, when price differences have a significant impact on demand, the ideal option is to work directly with manufacturers. For example, it wouldn't hurt to visit Ivanovo region, which has been called the “textile land” since Soviet times. There are many textile factories in the region that produce high-quality fabric, and as a result of high competition, manufacturers are forced to sell products at a lower price. And this, undoubtedly, only benefits trade enterprises.