Why is This Troublemaker So Damn Rich?

Dan Biao shot him a cold smile. ’Don’t say that to me,’ he thought. ’You should go find your uncle and see if he’ll smack some sense into you.’

But he understood that the high quality of Yanghe Commerce’s sales staff was directly related to their high salaries and excellent benefits. If Futong Commerce wanted to improve the quality of their NLB sales staff, they had to increase employee income. If he couldn’t negotiate this with Li Yang, then no amount of effort from the operations department would make a difference.

What was even more terrifying was that once word of the compensation for Yanghe Commerce’s NLB store staff got out, the sales associates at Futong Commerce would probably see their morale shatter. The more qualified ones would likely try everything they could to get into Yanghe Commerce, leaving behind only those who were just coasting by.

At that point, not even transferring elites from other teams would work, because they simply wouldn’t be able to retain them. He rubbed his forehead. ’This is a real fucking headache.’

Yanghe Commerce

Right now, the employees’ morale was sky-high. Sales on the second day had actually reached 180,000, a truly terrifying figure.

’How could there be so many people buying NLB? Did they attract everyone in the entire city who wanted to buy something from the brand? Although the mall was supporting them with consumer subsidy coupons, it was only a 10% discount. How much consumption could that really drive?’

Yang Hui asked Yang Na and found out the store’s try-on conversion rate had reached a terrifying 80%. This was just outrageous—it meant that out of every 10 customers who tried on clothes, 8 of them made a purchase.

Just how exaggerated was this number? Previously, at Ruijing Commerce and currently at Futong Commerce, their stores’ try-on conversion rates were typically around 30%. In this metric alone, Yanghe Commerce was 2.7 times higher than them.

He then looked at the try-on rate, which was also over 60%. For Ruijing Commerce and Futong Commerce, this figure was 20%. This meant their try-on rate was also 3 times higher than the industry standard.

Looking at other key metrics, the add-on rate was 3.2, meaning each customer bought an average of 3.2 items. For a brand like NLB with a high per-item price, this was already absurdly high. This wasn’t a fast-fashion brand like Uniqlo, after all. He didn’t have the data from Futong Commerce’s side, so he sent a message asking Xia Jie to compile the relevant data for him.

Xia Jie didn’t know what he wanted with this information, but she’d almost given herself to him before; what was a bit of data in comparison?

’He recalled that Ruijing Commerce’s old add-on rate was 2.2, but Ruijing Commerce dealt in leather goods and shoes, with an average price per item of around 200 yuan. NLB’s items were priced between 800 and 1,000 yuan—it was a completely different concept. The higher the price per item, the harder it is to increase the add-on rate.’

Sure enough, a moment later, Xia Jie sent over all the relevant data for Futong Commerce—not for a single store, but the average across all four of Futong Commerce’s NLB stores.

Conversion Rate: 4%. After seeing this number, Yang Hui rubbed his eyes. ’This low?’

The conversion rate Xia Jie provided meant that for every 100 people who entered the store, only 4 made a purchase. Earlier, Yang Hui had estimated a 20% try-on rate and a 30% try-on conversion rate, which would result in an overall store conversion rate of 6%. After getting Xia Jie’s data, he realized he had overestimated them. This figure was far lower than Ruijing Commerce’s previous 8% conversion rate. The high price of NLB products was one factor, but the store’s operational management level was also to blame.

For a high-priced brand like this, foot traffic is relatively low. If you can’t even secure the conversion rate, you won’t make many sales in a day. How could you generate revenue like that?

He glanced at Futong Commerce’s NLB add-on rate: 1.4.

This showed that Futong Commerce’s staff were not providing adequate service during the try-on process. Many customers don’t know how to style outfits themselves, and the sales associates weren’t helping them create complete looks. This led to customers only buying single items. If the sales staff were skilled at styling, and customers tried on a full outfit and liked the result, the probability of them buying several items at once would increase.

On these two key metrics alone, a massive gulf had opened up between Yanghe Commerce and Futong Commerce.

Yanghe Commerce’s conversion rate was 48%. This was an absolutely heaven-defying number; he wouldn’t have dared to dream of it. But the reason was clear from the data Yang Na had provided earlier: the store’s high level of customer reception and service quality had led to a 60% try-on rate, and among those who tried on clothes, there was an 80% try-on conversion rate, resulting in this overall figure.

Assuming the price per item was basically the same, the daily sales for Yanghe Commerce and Futong Commerce could be calculated as: Daily Sales = Daily Foot Traffic x Conversion Rate x Add-on Rate x Price Per Item.

And here was the difference: Yanghe Commerce’s conversion rate was 12 times that of Futong Commerce, and its add-on rate was 2.3 times higher. Assuming identical foot traffic, Yanghe Commerce’s performance would be 27 times that of Futong Commerce. This was the gap created by the difference in management level.

Of course, there were special circumstances behind Yanghe Commerce’s high conversion and add-on rates over the past two days. Xinyue Square’s dozen-plus consecutive promotional campaigns across various channels had served to build up a customer base. Therefore, most of the people who came into the store these two days already had the intention to buy, which significantly boosted the conversion rate.

At the same time, the mall’s consumer subsidy coupons also boosted both the conversion and add-on rates. Therefore, Yanghe Commerce’s true performance level would only be clear from the data after things stabilized.

Even with so many buffs stacked on top, the numbers were still terrifying. Forget the competitors—even Yang Hui’s hand was shaking as he clicked through the data.

Because the store had a foot traffic counter, this data was also synced with the brand headquarters. So, when Yang Na gave the data to Yang Hui, Song Wen and Serene at the NLB Group headquarters naturally received it as well.

After reviewing it, Song Wen was on the verge of a mental breakdown.

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