---
title: "Four Essential Conditions for a Successful Brand Store Model and the Performance of Four Key Roles"
description: "A brand store, as the name implies, is a retail outlet that exclusively sells products of a single brand. To maintain high sales per square meter, brand stores are typically located in high-traffic areas, leveraging both natural footfall and brand appeal. Success requires four conditions: brand influence, a sufficient number of stores, a rich product line, and unified store image. Additionally, the performance of four roles—franchise recruiters, regional sales staff, supervisors, and trainers—must be managed effectively."
author: "王启彪"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2022-11-16"
language: "en"
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# Four Essential Conditions for a Successful Brand Store Model and the Performance of Four Key Roles

> A brand store, as the name implies, is a retail outlet that exclusively sells products of a single brand. To maintain high sales per square meter, brand stores are typically located in high-traffic areas, leveraging both natural footfall and brand appeal. Success requires four conditions: brand influence, a sufficient number of stores, a rich product line, and unified store image. Additionally, the performance of four roles—franchise recruiters, regional sales staff, supervisors, and trainers—must be managed effectively.

A brand store, as the name implies, is a retail outlet that exclusively sells products of a single brand. In daily life, brand stores sell a wide range of categories, such as clothing, home appliances, digital products, furniture, hardware and sanitary ware, and new energy vehicles.
Unlike ordinary stores, brand stores have a smaller number of SKUs. How do they maintain sales per square meter? Brand stores often choose to open in high-traffic locations, such as shopping malls and pedestrian streets. **The natural traffic of the location plus the traffic brought by the brand's own appeal is sufficient to maintain good sales per square meter.**
**On the other hand, opening brand stores greatly helps build the brand's image, promote the brand, occupy consumers' minds, and plant seeds for consumers' next choice or recommendation.** Therefore, many brands spare no expense in designing the internal and external image of their brand stores. Furthermore, the brand image established by brand stores further boosts product sales; for example, non-brand stores become more willing to sell their products.
**For the brand store model to succeed, four essential conditions are required, and the performance of four types of personnel must be monitored.**
After visiting numerous brand stores, the author summarizes the four essential conditions for success as follows:
**01**
**The brand must have influence.** Brand stores sell only a single brand's products, which means they cannot hitch a ride on other brands' traffic; they must rely solely on their own brand and products to attract customers. In 2002, when Gree's partnership with Suning broke down, Gree built its own channels and opened Gree brand stores, successfully resolving the sales crisis. There were many success factors, but Gree's own brand influence was clearly the most important.
**02**
**The number of stores must reach a certain scale.** The brand store model implies a relatively single channel. If the number of brand stores does not reach a certain scale, it is not conducive to building brand image and achieving sales targets.
**03**
**The product line must be rich.** Without a rich product line, it is naturally impossible to attract foot traffic, and it obviously cannot support the sales of a brand store.
**04**
**The store image must be unified.** Brand stores often convey a high-end, refined concept, which requires that the design of the internal and external image of brand stores meet standards, and that each store's image be sufficiently standardized and uniform.
**On the basis of the above four conditions, brand store operations also need to focus on the performance of four types of personnel:**
**01**
**The first type: Franchise recruiters.** According to incomplete statistics, 83% of brand stores are opened by distributors. **If manufacturers want to open more brand stores, they need to recruit more distributors, who in turn open more brand stores.** Therefore, almost all relevant manufacturers set up positions responsible for franchise recruitment. Manufacturers place recruitment advertisements on various channels, including online new media and offline exhibition-style promotions.
**Manufacturers distribute collected leads to relevant franchise recruiters by region. Recruiters follow up on leads, and promising leads may be converted into business opportunities until a cooperation agreement is signed and they become official distributors.**
The essence of managing franchise recruiters is managing the process from lead to deal. Qince CRM can effectively help enterprises establish standardized operating procedures for franchise recruiters:
  * **Automatic lead distribution:** Leads from multiple channels can be automatically assigned to franchise recruiters based on enterprise-defined dimensions, such as region and type.
  * **Effective lead follow-up:** Franchise recruiters can follow up in a timely manner, including but not limited to visits, communication, quotations, and visits to model brand stores.
  * **Real-time follow-up results:** Managers in the franchise recruitment department can promptly view the follow-up status of leads, including how many leads were obtained, how many were followed up, how many were converted, which regions have high conversion rates, and which personnel have high conversion rates. All relevant data can be presented in visual charts.
  * **Timely sales forecast:** Based on the probability of closing deals at different stages, managers can view the expected sales amount in real time, helping to adjust sales strategies according to market conditions.
**02**
**The second type: Regional sales staff.** After franchise recruiters successfully develop distributors, they hand them over to regional sales staff, who are responsible for data such as the distributor's purchase volume, number of stores opened, and store sell-through. **The core work of regional sales staff includes: regularly visiting distributors, negotiating task targets with distributors, visiting the market, and inspecting the construction and operation of brand stores.**
Regional sales staff are the core personnel of the company's business. For such personnel, standard and effective management should emphasize both process and results, and should be traceable, quantifiable, and visualizable.
Qince CRM can build standardized operating procedures based on the daily work scenarios of regional sales staff:
  * **Clear assessment indicators and targets:** KPI indicators for regional sales staff can be set, including multiple assessment indicators with different weights. For example, the distributor's purchase amount accounts for 60%, the distributor's shipment amount accounts for 30%, and daily market operations account for 10%.
  * **Clear work standards and requirements:** Visit frequency can be set according to the type and level of distributor. Overdue visits will promptly alert the superior supervisor. The actions required for visiting different distributors can be pre-set, and regional sales staff can follow the steps.
  * **Share market data to empower regional managers:** Regional sales staff need a lot of data in their work, including distributor purchase data and store sales data. Through system integration, relevant data can be shared with them in real time. **Armed with relevant data, regional sales staff can apply for sales policies and plan sales activities for distributors and stores, helping them achieve more sales.**
  * **Real-time view of target progress:** The target completion status of regional sales staff can be viewed in real time from multiple dimensions, such as by organization, with layer-by-layer breakdown, or by product line, to view the task completion progress of each SKU.
**03**
**The third type: Supervisors.** Store managers and sales associates in brand stores are generally recruited by distributors. Manufacturers often set up supervisor positions to inspect the daily work of these two types of personnel. Supervisors may directly go to brand stores to inspect and score; sometimes they may act as mystery shoppers and initiate undercover inspections.
**Qince CRM can digitize and close the loop on supervisors' daily work.**
  * **Online supervision:** Reasonably arrange supervisors' daily work plans, with online attendance and store inspections. The system provides flexible and diverse scoring forms that match various inspection scenarios, including scoring for sales associate basic etiquette, in-store promotional activity layout, in-store SOP image, in-store atmosphere layout, in-store core product display, and in-store promotional materials. These forms are ready to use and automatically calculate individual and total scores. **Relevant scores are pushed to relevant personnel via mini-programs and can generate various reports.**
  * **Online rectification initiation:** When supervisors find problems during inspections, they can initiate rectification online. Rectification themes and tasks can be flexibly customized. Store sales associates can complete rectification on the mini-program, and supervisors can accept the rectification online. Once accepted, it is considered qualified.
**04**
**The fourth type: Trainers.** **The sales performance of brand stores largely depends on the professional level and service attitude of sales associates.** Therefore, how to effectively train store managers and sales associates becomes a key factor in improving performance. Manufacturers often have many offline trainers who go to stores to provide training on product knowledge, sales skills, competitor knowledge, and other related content.
Qince CRM establishes standards for training authenticity assurance and effectiveness evaluation, ensuring that enterprise training is more authentic and practical.
  * **On-site check-in + on-site photos to ensure authenticity:** After trainers arrive at the site, they can open the QR code for this training in the system. Store managers and sales associates can check in by scanning the code with WeChat. The system automatically records the WeChat ID, time, location, and other information. In addition, trainers need to take photos or videos of the training scene, which are uploaded immediately with watermarks to ensure authenticity.
  * **Combine training with exams to improve training effectiveness:** After training, store owners can be arranged to take exams on-site to consolidate the training effect. Exams can include various question types, with objective questions automatically scored, and retakes supported, quickly measuring participants' learning outcomes.
**In summary, managing brand stores is clearly not an easy task. Qince CRM can give the daily management of brand stores wings, allowing each type of personnel to perform their duties, and making brand store management more standardized and visualizable.**
**Scan the QR code to register for Qince and experience it immediately.**


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