Connect with us

David Geller

5 Spiffs That Will Make Selling Fun in Your Store

mm

Published

on

Friendly competition can excite your sales team and increase profits

Americans love competition. Sales games and contests in a jewelry store can spark excitement among your staff and thus increase sales.

Sometimes, the only difference between a good salesperson and a terrific one is their level of excitement. The client can sense this and will become even more excited about buying their new piece of jewelry from your store. Here are some contest ideas that are fun and encourage friendly competition among your sales staff.

1. Pass The Buck. Tack a $20 bill to the bulletin board. The first person to make a sale that day gets the $20 bill. The next person who makes a bigger sale takes the $20 from the previous person and holds onto it. The person with the biggest sale at the end of the day gets to keep the $20!

2. A Buck A Try On. Your job is to get your goods out of the “vault” and onto the customer’s fingers, neck and arms without them asking. Here’s the plan: Every time a salesperson gets the customer to try on a piece of jewelry, the staff member gets $1.00. Not right then and there; at the end of the day. For each additional piece the customer tries on, the salesperson gets another buck. It doesn’t matter if they buy it; they just have to try it on.

“Would you like to see a matching bracelet that would look great with this ring?” If it gets on the lady’s arm, bingo — another buck!

3. Balloon Pop. Set out specific goals for a weekend or week. It could be:

Advertisement
  • Sell a watch
  • Sell a red dot (old) item
  • Any repair over $50
  • Any sales over $1000

Make a list of prizes that you’ll give away if the objectives are achieved. It can range from monetary rewards to dinner, a movie, a day off, food, appliance, etc. Write each one on small pieces of paper, fold them and insert in balloons and blow them up. Tape them to a board and when a sales associate achieves a goal, let them pop a balloon and get their prize. The popping sound itself drives excitement! 

4. Jewelry Store Poker. Buy a deck of cards. On paper, make a list of aged items in the store you want to move with short description and SKU number; vary the merchandise by prices. Cut up the paper and tape or glue each description onto playing cards. Place all cards with descriptions face down on a table and let each staff member choose a set number of cards.

As each salesperson sells their items, they turn in their cards and they are tacked to a board with their name on the cards. The person who turns all of their cards in gets a fantastic prize, which we hope is everyone. If the contest ends and no one has sold all their items, give a smaller prize to the person who sells most of their cards. This contest can run over a week.

5. Bag of Goodies. Type up a list of sales goals you want your staff to achieve (see above for examples). Buy 20 to 40 prizes. Gift wrap them in boxes and put all items in one great big bag.

As each salesperson achieves a goal, hold the bag open and let them pull out a prize and open it. To get the chance for another prize, they have to achieve another sales goal. 


David Geller is a consultant to jewelers on store management. Email him at dgellerbellsouth.net.

Advertisement

This article originally appeared in the March 2017 edition of INSTORE.

 

Advertisement

VIDEO HIGHLIGHT

Wilkerson Testimonials

Texas Jeweler Knew He'd Get Only One Shot at a GOB Sale, So He Wanted to Make It Count

Most retailers only have one GOB sale in their lifetimes. This was the case for Gary Zoet, owner of Shannon Fine Jewelry in Houston, Texas. “Wilkerson has done thousands of these sales,” says Zoet. “I’ve never done one, so it’s logical to have somebody with experience do it.” The result exceeded Zoet’s expectations. Wilkerson took care of everything from marketing to paperwork. When it’s time for you to consider the same, shouldn’t you trust the experts in liquidation?

Promoted Headlines

Want more INSTORE? Subscribe to our newsletter.

Comment

David Geller

Here’s Why Coin Dealers Make More Profit Than Jewelers

It has a lot to do with a willingness to move quickly.

mm

Published

on

WHO’S BETTER AT BUSINESS: a coin/bullion dealer or a jewelry store owner?

Odd question, right?

I recently had a conversation with a store owner whose operation did $3 million in total sales, which were divided into two income streams: $1.4 million in fine jewelry sales, and $1.6 million in coin and bullion sales.

Podcast: Michael O’Connor, Jewelry’s Perfect Spokesman, Visits ‘The Barb Wire’
The Barb Wire

Podcast: Michael O’Connor, Jewelry’s Perfect Spokesman, Visits ‘The Barb Wire’

Podcast: A Jeweler Learns the Internet’s Weaknesses, and His Own Strengths
Over the Counter

Podcast: A Jeweler Learns the Internet’s Weaknesses, and His Own Strengths

Podcast: How to Find Good People and Avoid Employee Nightmares
JimmyCast

Podcast: How to Find Good People and Avoid Employee Nightmares

I asked this store owner a few questions, and his answers were intriguing.

“What’s your margin in jewelry sales?”

“About 45 percent.”

“What’s the margin selling bullion and coins?”

“Anywhere from 8 to 12 percent.”

“OMG, really? That low?”

“Yep, you buy it, turn it fast and make a quick 8 to 12 percent profit.”

“When it comes to coins and bullion, when do you consider them old?”

“Two weeks. At such low margins, we can’t hang onto them. If a Canadian Maple Leaf coin stays here for two weeks, we’ll melt the sucker!”

I did not ask what percent of inventory is scrapped versus sold. But let’s assume one-third is sold a tad above cost and the rest at break even, and see what kind of money we could make if that’s all we did.

Let’s average the profit to an even 10 percent. Calculating one-third of 52 weeks means we will make a 10 percent profit 17 times a year. So say we buy a one-ounce coin for $1,300 and make 10 percent profit ($130). $130 made 17 times a year means we make $2,210 in gross profit.

Jewelry has its own “numbers” like coins/bullion do, just different ways of counting. So, similar to the coin example, let’s start with a ring that costs $1,300. Let’s say that $1,300 ring after a year sells for $2,600 and we make a gross profit of $1,300.

The coin dealer is doing better by almost twice as much, even though he only made 10 percent per sale and the jeweler made 50 percent.

Most jewelers look at the gross margin only. “Yeah, I made keystone.” But they’re not considering the turn ratio. And what if it took more time — like, say, two years? When you wait that long, the bad stuff starts showing up as debt. Your accounts payable go way up, as does credit card debt.

A coin dealer is better in business because he is forced to liquidate quickly. They think in terms of money, whereas jewelers think in terms of “it’s gold and diamonds; it will be in good shape and salable long after I’m in the ground.”

Jewelry is old in 12 months. Coins are old in two weeks.

Jewelers just shove their old crap to the left side of the case and stuff more crap in the case. I had a jeweler friend to whom I explained this, and he said he had a buddy who owned a furniture store. The furniture store guy said he never had a problem with old inventory. He said, “Where in the hell am I going to put extra beds???”

Learn something from the coin/bullion dealer. The faster you turn the item, the better for your cash flow.

Continue Reading

David Geller

Why You Should Never Discount Your Shop Labor

It doesn’t have “turn”; it only has “time.”

mm

Published

on

YOU CAN DISCOUNT merchandise, whether stock or special-ordered (like parts to custom make a ring) because merchandise has turn.

But discounting labor is different. Labor doesn’t have turn, it has time.

Video: Why Your Digital Marketing Doesn’t Work Like the Experts Say It Should
Jim Ackerman

Video: Why Your Digital Marketing Doesn’t Work Like the Experts Say It Should

Video: Don’t Miss the Biggest Opportunity to Improve Profits in Your Jewelry Store
Jimmy Degroot

Video: Don’t Miss the Biggest Opportunity to Improve Profits in Your Jewelry Store

Video: Gene the Jeweler Hired His Nephew … And at Least Insurance Covered the Damage
Gene the Jeweler

Video: Gene the Jeweler Hired His Nephew … And at Least Insurance Covered the Damage

If you discount inventory, you can still do well if you sell it many times a year. Labor, on the other hand, can’t be sold many times a minute or hour. If you charge $100 to do something in an hour, you have your income of $100 and whatever you or the jeweler is paid is the cost for that hour.

If you discount that $100 by 20 percent to $80, your profit margin percentage decreases and you can’t make it back unless you:

1. Do the same job 20 percent faster.

2. Reduce the jeweler’s pay by 20 percent.

Neither one is going to happen, and we both know it. Instead, make it a policy never to discount labor. Here’s how you do it.

When quoting a custom job, break the pricing down into two columns: “Material” and “Labor.” List the individual diamonds, gold casting grain, and gemstones under “Material” and add that up in the first column. Under the “Labor” column. list your CAD/custom fees, setting, and engraving heads and add them up.

Now you have a total of material and total of labor.

As I mentioned above, material has turn. Let’s say you get an order for a custom ring on the first day of the month and deliver it on the last day of the month. Do that every month, and these items you specially ordered have a turn of 12. With such fast turn, you can discount material. But you can’t work any faster, so don’t discount the labor.

Here is how to present the price if the customer is resistant. Let’s assume material is $1,500 and labor is $1,200 (total = $2,700). You’ll have three prices on the sheet easily visible:

Material $1,500.00 | Labor $1,200.00 | Total: $2,700.00

You give this to the client. If they resist, you may respond, “As you know, we can’t discount labor, but maybe I can give you a small discount on the diamonds and gold.”

Why “as you know?” Because everyone knows that the plumber, electrician, car mechanic and appliance repairman don’t discount their labor.

If you discounted the $2,700 by 20 percent, you’d lose $540. By discounting the material only by 20 percent, you give away $300 but make it up in turn, keeping $240 more in labor.

Continue Reading

David Geller

Why Taking Another Day Off Could Help More Than It Hurts

Cutting your work week to four days could ease your mind while maintaining your bottom line.

mm

Published

on

IF YOU’RE LIKE ME, you’re a workaholic. Some just love their work; others have nothing else to do.

When I owned a store, I always worked six days. Even though the store was closed on Mondays, the shop was working on Monday. We did try a four-day work week in the beginning. The reason was selfish. When we started in 1974, we were open on Saturdays. With no kids, I had a hobby: remote control airplanes. Had to do home chores on Saturday so I could fly on Sundays.

At the time, I had six employees and we were open five days, but all employees worked four days a week, 10 hours a day (7 a.m.-6 p.m.). Admittedly, it was tough getting people to work on time at 7 a.m.

There was one less day of breaks and lunches. The jewelers were more productive and enjoyed having three days off. We rotated, and every other weekend, they would have three days off in a row (otherwise, they had two days off together and one day off in the middle). The schedule stayed that way until we moved to a larger shopping center and we went to five 8-hour days. Don’t remember why.

What about the owner working four days? You are the boss, aren’t you? When I started creating my price guide, I took a day off from the store weekly and worked at home. Still working, but uninterrupted. Got a lot done.

Why won’t most store owners shorten their work week?

I know because I was a culprit.

You might make most of the store sales and figure that if you’re not there, sales will drop. Or maybe you don’t trust your staff. Or maybe you wouldn’t know what to do with yourself.

Before selling my store, other jewelers asked me to go to their stores to help them, and I was also speaking at state associations. I was absent a lot. What I learned from being away from the store was this: given the opportunity, the staff would step up to the plate and do a great job. We had store meetings bi-monthly, so the staff was already trained. By letting them take over, they learn even more and are eager to earn your trust.

Although sometimes I didn’t like a decision they made, it all worked out. It gave me the freedom to “think” and do better.

Many of the most successful stores I have visited are owners who “let go” and don’t micro-manage everything. Trying taking off during the week on your slowest day and see what that does for you for 30 days. You’ll be amazed.

Continue Reading

Most Popular