In most cross-border e-commerce companies, operators or operation teams often do not use a single-store operation model but a multi-store operation model (a company or team operates multiple stores at the same time). Then how to identify the operation level of each store becomes a problem. For example, if a team has three stores A, B, and C, and the average daily performance of store A is $4,000, the average daily performance of store B is $2,000, and the average daily performance of store C is $1,000, then most operators will think that store A has the highest operation level and store C has the lowest operation level. However, this hasty conclusion is not necessarily correct, and the reasons are as follows.
Store performance is a comprehensive indicator, which is related to factors such as store health, operator level, and branding degree. Store performance cannot be directly equated with operation level;
Different stores have different store weights due to different store opening times. Stores with shorter opening times have lower weights. Even if the operator of a new store has a higher level of operation, the performance of the new store cannot surpass that of the old store in the short term;
Selling 1,000 pieces of a product a day is different from selling 10 pieces of 100 products a day. The former is a hot-selling model and the latter is a store-selling model. Although the two may be equal in performance, the operation methods and technical content are completely different.
In order to have an intuitive understanding of the operation capabilities of different store operators in the store group, the operation team manager can conduct a user regional distribution analysis for each store in the store group, and then mark the main audience areas of different stores on the map with different colored symbols, that is, the “head market” + “long tail market” areas.
The regional distribution diagram of the “head market” and “long tail market” of store A and store B. The red area is the market range of store A, and the blue area is the market range of store B. It can be seen that although store A and store B overlap in some markets, there are still large areas where the market does not overlap, including Arizona, New Mexico, San Francisco, Pennsylvania, etc. Because these two stores belong to the same operation team, the products sold by store A and store B are the same. At this time, the operation team manager can make the following three judgments.
1 The marked area of store A is the main market, and the operator of store B has made an operation error.
2 The marked area of store B is the main market, and the operator of store A has made an operation error.
3 The marked areas of store A and store B are both the main markets, and the operators of both stores have not fully grasped the target market.
Which judgment is correct requires specific analysis of specific issues, because the audience area of a store is related to the price of the product, the operation style of the operator, and the degree of branding of the store, so it cannot be generalized.
Through the analysis of the above content, team managers can no longer judge heroes purely by “performance”, but can find all target markets from the different audience areas of multiple stores, so as to “find gaps and fill them all in one fell swoop.”