by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Australian Journal of Pharmacy : November 2006
• Clutter, dirt, poor displays, under- staffed. • Poor access to up-market brands. • No visibility or decent displays (in fact they weren’t in dinner settings, but piled high on each other). • No full ranges. • Emphasis on sell-out oddments. • No skills in selling total sets or quality merchandise. • Probably no product knowledge. • Certainly not first choice for customers. The list could go on but, in this case, the average sale told me that it wasn’t possible that they were doing ‘the right thing’. It became the ‘signature’ of how they did things around there, including the quality of leadership, strategy, plan- ning and execution. Here, the lines per transaction may have been two because the deals on odd- ments were so good that people were buying them up. So, with a deep-discount offer, if the price is really hot, it may well be that customers ‘buy up’ and lines per transaction do increase. For this exercise, let’s exclude the deep-discount model. Let’s also exclude average sale because of competitive price-point variations. What led me back to lines per transac- tion was a review of some of my Feel- Good participants. Although I was dis- appointed in the lines performance of one case, total sales were significantly up in all cases. The FeelGood system was designed to ensure that the lines per transaction would lift in any of the chosen categories. For example, solution panels and take- away leaflets identify basic and additional things that the customer should buy, use. Unashamedly, we operate with multiple face key lines to ensure customers can buy what they want and need in every category. In addition, FeelGood training emphasises the following elements: a. The potential is well and truly spelt out. b. The product knowledge training and selection of product is comprehensive. c. Particular emphasis is given to the customer engagement model; how and when we introduce the appropriate elements. d. On-the-job team leader coaching to ensure the team use the engagement model as trained so that customers do get total solutions and want to return. Take arthritis...there’s the anti- inflammatory, clinical doses of parac- etamol, glucosamine, fish oil, a rub, warmth, supports, bandages, aids for daily living, other ‘remedies’ to discuss. The way I count, the potential here is about eight lines. Admittedly, not all customers would buy all of these; cut out what the customer may already be doing, taking, or have at home. Reduce the eight by three quarters and you still have two lines per transaction. So why isn’t the lines per transaction number higher? It’s been orchestrated to get there. What do you think the most likely THE AUSTRALIAN JOURNAL OF PHARMACY VOL.87 NOVEMBER 2006 ? 65