O varejo vive de margem e existem dois caminhos para aumentá-las:
1. Melhorar as compras, reduzindo o custo da mercadoria vendida, o CMV.
2 . Precificar de forma mais estratégica, usando técnicas de pricing.
Neste artigo falaremos sobre as negociações, que podem ser uma excelente fonte de resultados.
Os vendedores da indústria estão cada vez mais preparados, com dezenas de horas de treinamentos por ano. Convém se questionar: a minha equipe comercial tem sido bem treinada? Qual foi a última vez que contratei um treinamento estratégico ou direcionado para meus compradores e gestores da área?
Vamos além! Você conhece com profundidade a performance dos fornecedores? O quanto eles crescem na categoria da sua loja e no mercado? Tem uma estratégia clara para cada um deles? Se você teve que pensar para responder, talvez precisamos dar mais atenção ao tema.
Em todos os estudos e projetos que já fizemos com compradores e equipes comerciais, ao longo de mais de 25 anos de atuação no varejo, o cenário a seguir se repete, apesar de estar evoluindo:
- Mais de 82% do tempo dos compradores é gasto com ações de cunho operacional;
- Pouquíssimo tempo dedicado a temas estratégicos;
- Profissionais sênior precisando executar rotinas de pouco valor agregado;
- Sistemas de compras pouco automatizados;
- Sugestão de pedidos nem sempre precisas, provocando erro e retrabalho;
- Estoques imprecisos gerando excessos e/ou ruptura;
- Pouco tempo para os compradores se planejarem para o atendimento;
- Dificuldade de conectar as informações de mercado com as informações históricas.
Considerando estes fatos, a equipe comercial merece aplausos por conseguir manter o negócio, inclusive com bons resultados em muitos casos.
Imagine o que os varejistas fariam com mais apoio, com processos otimizados, maior automação, treinamento, técnicas e metodologias avançadas. Os resultados seriam certamente muito melhores!
E um dos processos mais impactados desse cenário é o da negociação, que para se obter sucesso, precisa de muito preparo. Deve começar com uma profunda análise dos dados de performance do fornecedor e suas categorias, passar pela definição da estratégia e metas conjuntas, pelas condições e contrapartidas envolvidas, para só depois disso ir para a negociação propriamente dita.
O método por trás disso tem como premissa a antecipação, como em uma jogada de xadrez, e a lógica de que contra fatos e dados não há argumentos, o que torna a negociação muito mais poderosa e nos proporciona um relacionamento mais colaborativo com o fornecedor, além de maior compromisso dele com as metas acordadas.
Em recente palestra realizada no Rio de Janeiro, apresentamos um case de um cliente R-Dias em que os ganhos com a reformulação dos processos de compras e negociação foram bastante expressivos, elevando as vendas em 6,73% (que originaram de histórico de queda), as margens em 1,97 pontos percentuais e o lucro bruto em 15,8%.
Fica claro o grande potencial da geração de resultados pela área comercial, seja reformulando o processo de GESTÃO DE FORNECEDORES, como acabamos de ver, ou, como veremos em outro artigo, através da estratégia e técnicas de precificação, o famoso PRICING.
E com tanta oportunidade de melhoria de resultados você não vai ficar aí esperando, não é? Comece suas mudanças ainda hoje e bons negócios!
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2024/04/23