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Control points in fashion retail

The basic principles of creating an exciting shopping atmosphere have long been known: pleasant music, ironed goods, demonstration of a fashionable wardrobe on mannequins, attentive and polite service... You don't have to be a marketer to list all these items, and they are reflected in the classic checklists for the retail network. Here is an example. If the audit is carried out by a “mystery shopper”, then he evaluates the process of selling, that is, the quality of service. However, such audits are designed only to identify and eliminate small, short-term errors of local employees and are rather superficial. In our opinion, based on the experience of checklists implementation in fashion retail networks, it is better to create several detailed checklists for each audit direction. For example:

Product presentation and layout

Shoe department audit

correct product zoning according to season, standards and colors;

clean seats and mirrors;

sales area is decorated according to the ongoing promotions;

sufficient number of shoehorns, they are clean and unbent;

product display is neat and logical;

aisles are free for the smooth movement of customers;

compliance with the principle of “product front” to the buyer;

capsule placement of shoes and related accessories;

placing is done according to the standard of visual merchandising;

placement of shoes by seasons, pads, heel height;

it's easy to find a tag on every product;

all price tags are in accordance with the approved format;

promotional range can be visually distinguished by colored price tags, etc;

neat placement of boxes, price tag to the buyer;

all the products look neat: labels are tucked in, buttons and zippers are fastened;

shoeboxes are placed neatly and evenly, with a price tag to the buyer;

no defective products in the sales area;

shoes laced, laces hidden;

quantity of goods corresponds to the norms of commercial equipment capacity;

size of the semi-park to be exhibited (women — 35, men — 39), laying out only the right semi-parks;

location of the product subcategories corresponds to the approved planogram;

inserts in boots and ankle boots;

new products are presented according to the standards of visual merchandising;

no dirty shoes;

notices are fixed on the product according to the rules;

POS and cardboards are not covered with shoes, POS materials do not cover shoes;



These are examples of only two areas, each of which allows you to assess how sellers relate to their main duties, and how tightly the branch manager controls their performance. With the help of other checklists, the head office can learn how local employees know the history and mission of the company, the law on consumer protection, understand brands and fashion trends, and most importantly, can find an approach to the customers. Such blitz polls are usually conducted when employees are recruited or during regular attestation. You can organize a mini-exam as a total dictation - when it is simultaneously held in all retail outlets. With MD Audit creating checklists of any depth in any direction is really simple.

It's important to remember

Missing all these criteria affects the client's decision to make a purchase, but rarely have a systemic nature. The black hole in the lost profits can be somewhere else.

It is a question of system errors which become obvious only after careful studying of each business process, and there are dozens of them in each store. These are not mistakes made by local seller, but company's flaws.

For example:

  • no user corner (penalty);

  • sheets in the book of comments and suggestions are torn (penalty);

  • absence of documents and measures confirming the observance of fire safety (penalty for the first time);

  • out-of-date catalogs with collections or their absence (reduced interest of customers in the offer of the shop and, accordingly, reduced check amount);

  • absence of training materials for sellers (insufficient level of service, reduced check amount);

  • limited supply of seasonal models in demand (lost profit).

This is only one hundredth of the miscalculations in the fashion retail network that may occur. In order to identify each one, it is necessary to analyze all operational risks to which the branch is exposed to. This will allow the potential weaknesses to be identified and highlighted through regular monitoring of “control points”. Again, we are talking about checklists compiled on a turnkey basis, not template lists, which are easy to find on the web, and you make them yourself. With MD Audit, it's easy:

  • You select the object to audit.

  • Form your checklists from the existing questions library.

  • Test the checklist and improve its content and/or structure.

  • Implement the created standards in the retail network through the responsible service.

  • Based on the audit results, you look at the analytics and take corrective action.

Experience of MD Audit system implementation in “Modis” stores network:

“The MDA platform helped, first of all, to identify system “problem points” both in the network stores and inside the central office services. The information obtained was communicated to the management team based both on words and numbers.

Since the initial comprehensive assessment of all internal processes and retailer standards (9 months ago), their performance has increased by 2.2%, from 84.2% to 86.4%. For us, as a company that earns its living primarily from constructively built operating processes rather than from “personal sales”, this is a significant indicator,” said Irina Ivanova, Chief Operating Officer of the company.

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Tags standards control , staff management
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