2018 Shopify POS wish list

Since 2015 when we launched Shopify POS for our shops we’ve put over £1.75m through the app (about £800K this year alone). So yes I trust it. We’e just signed up for another three years in fact to take advantage of the multi year discount. I was recently testing a new feature which reminded me to jot down a few wish list features i’m hoping Shopify will make on the POS app or admin:

  1. Provide Cost of Goods (COGS) feature by default
  2. The ability to have more granular account types so I can restrict the majority of the team to only edit a product’s quantity. At the moment in order to allow staff to alter quantities when products get delivered you must be an admin which is overkill and leads to tinkering of product information
  3. Allow admin to  force all accounts to use two-step authentication to provide better security for web facing accounts
  4. STOP forcing POS app updates to occur at 11am GMT…. right in the middle of our trading. Consider a European update time window or alternative from US to Europe so you can see how it feels!
  5. Allow the mobile app to read the barcode of a product and show its quantity to enable quick stock counting
  6.  Allow a toggle to switch off online shop features if you are POS only
  7. Give me an easy way to connect to Google Sheets so I can play with the data as your reports are ok but I Google Sheets is way more powerful

How to be considered for stocking your products in our shops

Dear XXX

Thank you for your interest in wanting to sell your product(s) in one or more of our shops (including online). We run a successful profitable commercial business. We have over 1000 individual products but we’re always looking for new products to add to our range and the best way to get considered is outlined below. Please note that due to the high volume of enquiries we receive we will only respond if we wish to take the offer to the next stage of consideration. We aim to get in touch within 10 working days for suppliers we wish to consider further.

Please note that the decision for taking new products sits with the Retail Manager and any decision is final.

  1. Send a brief introductory email to museumretail@bristol.gov.uk with product photos and descriptions including SKUs, cost prices, RRP, timescales for delivery and if these are firm sale or ‘Sale or Return’
  2. We will take an initial look and see if the margins, business terms and products meet any of our requirements.
  3. If we think the product(s) have potential we’ll be in touch within 10 working days. We read every email but if we don’t reply within 10 days unfortunately we don’t think your product(s) will be right for our retail operation and wish you all the best.
  4. Please don’t just turn up to a shop and do a sales pitch. We’re all very busy and need to set appointments. We only book appointments following steps 1-3. If you just turn up then the answer no matter how great the product will be a “no thanks”.

How do we choose products?

We review the following in our consideration:

  • We’re a £500,000+ operation so every product should be able to sell in the dozens/hundreds and have an individual value of £400+ in annual sales to be considered
  • Do the products have relevance to our collection and values?
  • Do we have an existing product that is very similar ? – for example we only use 3-4 card suppliers for all our range. Whilst we’d love to have more unique cards the admin effort makes this not viable for us
  • IS the product suitable all year around or is it seasonal, exhibition  or event specific e.g. Valentine’s day or “Christmas”
  • What’s the product story? for example one of our local suppliers, Emmeline Simpson, has a great story “Contemporary gifts celebrating British cities
  • Do any of our nearby competitors already stock the range? – we avoid selling identical products to competitors in 99% cases unless we were first!
  • Is the profit margin within expectations – whilst this can vary we aim that across our range we have a 50% or greater margin. We will never stock a product with less than 45% margin sorry
  • Can we get a very similar product from an existing suppler?
  • Can the supplier demonstrate strong sales in a related shop ?
  • Do all the products have barcodes as this is a requirement from 2018 unless there is a very good reason
  • Can we store the product(s) effectively?
  • Will the supplier regularly come into the shop, check the visual merchandising and ensuring the products work effectively?
  • Will the supplier exchange slow sellers ?
  • If the product sells quickly, how fast can the stock be replenished ?
  • Is the product local or Made in the UK?
  • Can we have square photos [100kb max file size) and product descriptions to sell online?
  • Do you offer dropshipping?

Bulk pricing for museum retail?

I was waiting at the nearby DIY shop (i think I made the problem worse but I digress) and noticed that all the price labels offer a discount if you buy in bulk, 3 or more. They offered four or so tiers of discount the more you buy. an Interesting approach that I wonder could port well to museum shops. We already buy in bulk. We know what products sell well. Buy 3+ prints at a reduced rate for instance. I’ll see if we can experiment with this approach online. I’ll Let you know if we get anywhere.

UPDATE: Started with bulk discount on our Guide to the Art Collection

Building a better museum shop 2018

What’s the project?

An exciting project i’ll ship this year is to extend the size of Bristol Museum & Art Gallery shop (by removing the stockroom to gain 20%), introducing new fittings (better flexible bays) and align the ‘feel’  to our brand. The constraints are that it must happen in-between exhibitions, cost no more than £30,000 (thanks BMDT for the funding) and address the issues that removing 20% of stockroom entails! Here are a bunch of photos of the current shop for reference.

When does it ship?

We’re currently reviewing tender submissions but it MUST happen before the summer holidays. Once we’ve awarded the contract I’ll be more loose-lipped I promise. I can promise the team that we’ll be burning the candle at both ends to get all the stock back into the shop and get it looking sweet.

Who is responsible for shipping it?

I take responsibility for the delivery of this project. It won’t be possible however without the support of the retail team – Sue, Julie, Helen, Jane and the great extended “casual pool”, Retail Thinking consultancy, Darren, James, Rowan and David. I’ll be roping in more people  throughout the project so apologises if I haven’t named you here.

What are you afraid of?

  • Unforeseen delays to the schedule. The period in-between exhibitions is fleeting and a delay can result in the project being kicked into touch by up to 16 weeks at a time YIKES!
  • Removing the stockroom is bold but also scary. The new design must ensure that the stockroom lose isn’t negative to the team workflow
  • How will we fill the new space as our existing product range isn’t enough
  • What if the new shop is Meh?
  • What if the contractor doesn’t treat this project like its life and death?
  • I lead lots of areas so what happens if I’m pulled from pillar to post on those other priorities? I take my eye off a critical detail on this project?

What else (the truth this time)?

We predict that we’ll make an additional £30,000 in sales per year…what if I botched my calculations and we don’t boost sales significantly?

Why are you afraid?

Failing potentially means losing staff in the future. I need to find more and more money to maintain our resourcing at the level it is at now… £30,000 is the equivalent of ‘whole’ member of staff.

Pick some edges

If I need to compromise then I guess its best to determine what fittings and fixtures will give me the best return for 2018. For example I want to remove the ceiling to reveal the architecture but I can’t afford it and its a ‘nice to have’. I’d rather have fewer but durable components that will least ten years or more. I need to ensure I have storage. I can add less expensive components at a later date but it’s best to ensure the core of the new design is complete. I’m happy to use cutting edge techniques that aren’t yet proven. It should be done as fast as possible but no faster.

Who is your customer?

I am trying to please members of the public who may come once in their lifetime or who visit 5+ a year.  If you walk into the shop we should have something for you and the occasion you need to buy for.

Who are the key influencers, gatekeepers and authorities?

The public, the wider retail team, Operations and the retail community through the Association of Cultural Enterprises.

Does anyone else matter?

[Redacted]. Nope.

Questions and ideas for the devil’s advocate (things to say to slow things down, average things out or create panic or malaise):

  • It’s too soon
  • It’s too late
  • It’s technically risky
  • It’s boring
  • It will offend retailers
  • There are significant legal issues
  • The plant is too backed up to produce this
  • It will take too much training to support
  • The Media won’t get it
  • Our industry is too regulated
  • The home office won’t approve
  • There’s no room in this year’s budget, let’s review in a few months
  • It might fail
  • Our big competitor will steal it
  • It’s been done before
  • It’s never been done before
  • People will laugh at us

If you hear any of these, underline them. If you find yourself saying them, stop yourself.

Who can stop this project?

Nobody. Well maybe [redacted].

Who else can stop this project?

Really, nobody.

Who is essential to our success?

  • Association for Cultural Enterprises
  • Becky Peters
  • BMDT
  • Collections team
  • David M
  • Helen and Co
  • Mark and Steve
  • Peter Holloway from Retail Thinking
  • Simon Fenn

What does perfect look like?

All boundary walls fitted with bays that are flexible. Well lit. Solution for all storage needs. Two till points that ease congestion. New ceiling or no ceiling. Additional floor units for merchandising that are movable and encourage pick-up lust. Removal of 1990s wood effect look. Movable till area.

What does good enough look like?

All boundary walls fitted with bays that are flexible. Well lit. Solution for all storage needs. Two till points that ease congestion. Removal of most of the 1990s wood effect look. Scope to add components at a later date.

List every task and event that needs to happen, by whom, and by when.

  1. Review and moderate tender submissions – ZM and DM by 31st Jan
  2. Seek CPG approval to award – ZM by 8th Feb
  3. Award tender – ZM by 8th Feb
  4. Standstill period – PS by 19th Feb
  5. Engage contractor – ZM from 20th Feb
  6. Agree approach – ZM/Contractor
  7. Finalise design  – ZM/Contractor
  8. Build off-site – Contractor
  9. Agree VM plan – HL/PH/ZM
  10. Agree post install merchandising team – HL
  11. Installation – Contractor
  12. Restock – everybody!
  13. Open

Who becomes your competition?

Nearby high street retailers. Bring it on.

What does failure look like?

  • Due to unforeseen issues with the structure the project has to grind to a halt due to lack of reserve funding.
  • Sales decrease
  • New fittings confuse our VM plan
  • The sector don’t like the resulting shop extension and pan it

Plus it!

List up to ten things you could add that would radically or subtly improve your project:

  1. Ensure we have a full range plan ahead of the build with all locations for new stock
  2. Ensure feedback from the retail team is integrated into the finer detail of the till area
  3. Somebody gives me an extra £20,000 to really finish the project – remove the ceiling, introduce exhibition retail unit area, building proper pop-up shop units, fit out the remaining original bays
  4. Understand what types of product will make customers talk about the shop to their friends
  5. Build a prototype of each new component to test assumptions
  6. Enlist Jane le Bon at design and stocking stage to turn the visual merchandising from good to brilliant.
  7. Reduce install time
  8. Promotion at launch in all the Bristol media
  9. Contractor already uses Basecamp for managing projects
  10. Launch with a killer product that everybody thinks they need but can’t put down

Minus it!

List up to ten things you could subtract that would radically or subtly improve your project or get it out the door.

  1. Remove boring services that are on two perimeter boundary walls and impede the design
  2. Not have any evening events that week which hinder having a pop-up shop
  3. Meetings with people who aren’t domain experts

Thrash

List every element of the project that needs to be settled, designed or approved before you can ship.

  • A solid project plan
  • Contractor to advise, design and build the extension – moderation 30th Jan
  • CPG approval to award
  • Lock in dates that don’t mess with the exhibition space next door
  • Conceive a new product range plan for the launch
  • Enlist a team to decamp all the shop contents ahead of the works and then put it all back at the end of the build phase
  • Design a suitable till area that works for the team and the new workflow which includes being paperless for all BUYING tasks
  • Agree what can be swapped out if the budget hits the max limiter e.g. wall bays are a bigger priority than floor units
  • Agree with Operations what approach we can take to hiding all the services but ensuring they are accessible when required
  • Need to settle how big the kids range should be
  • Regarding the initial eye view from outside the shop – agree what type of product will entice passersby

Gated Thrashing

Take the items on the list above and force them into one of four categories, with as many as possible in the first two.

First: before you start design and production

  • A solid project plan
  • Contractor to advise, design and build the extension – moderation 30th Jan
  • CPG approval to award
  • Lock in dates that don’t mess with the exhibition space next door
  • Conceive a new product range plan for the launch
  • Enlist a team to decamp all the shop contents ahead of the works and then put it all back at the end of the build phase
  • Design a suitable till area that works for the team and the new workflow which includes being paperless for all BUYING tasks
  • Agree what can be swapped out if the budget hits the max limiter e.g. wall bays are a bigger priority than floor units
  • Agree with Operations what approach we can take to hiding all the services but ensuring they are accessible when required
  • Need to settle how big the kids range should be

During: while you’re working

  • Regarding the initial eye view from outside the shop – agree what type of product will entice passersby

Testing

  • Design a suitable till area that works for the team and the new workflow which includes being paperless for all BUYING tasks

Final

  • Need to settle how big the kids range should be

 

Don’t worry if you don’t think what you ship is good enough. It is. The scarce part is the shipping.

This post uses the SHIPIT project checklist which is a handy PDF.

Say hello to Doris and BMAG Guide to the Art Collection

I’m super excited that after lots of graft from the team we’ve just released two very special products:

Doris the Pliosaurus After 150 million years Doris, based on a model of our Pliosaurus, has come to life again as a retail product!  Doris is currently the star of our exhibition  Pliosaurus! until Jan 2018 and marks our first foray into making our own models. Darren Roberts worked directly with the manufacturer in China via Alibaba which in itself marks a shift in how retail is evolving – working direct instead of through a wholesaler or brand.

Bristol Museum & Art Gallery: Guide to the Art Collection. Julia Carver worked incredibly hard to meet my objective [book that will retail for less than £10 and appeal to 10,000 or more people a year] and tight deadline of producing in conjunction with Bristol Books, the museums first ever guide to some highlights of our 1300 paintings. The public are constantly asking for books about the collection so I’m proud I’ve been part of making the project happen. Its not easy finding “firsts” in a near 200 year old service! Books that are self published have a fantastic margin and we’re hoping this book really lights up the till. ISBN: 9781909446120 A special thanks to the generous financial and moral support from Simon Baker, David Speller, and the Friends of Bristol Art Gallery.

Shopify feature request for two-step

Two-step authentication is one of the tools we should all use to help prevent our accounts being compromised. Shopify now has this feature but its implementation could do with a further feature. At present as the master admin I cannot enforce two-step authentication for staff who have admin rights. I have to rely that individual staff will choose to set this up and/or stand over their shoulder which isn’t going to win hearts and minds!

I would like to request that the master admin account has a way to invoke all admin accounts to be forced to have two-step switched on/set-up to ensure the security of our admin area.

Over to you shopify.

Shopify Retail Tour 2016 Bristol

Busy crowd at Shopify Tour in Bristol

Hosted at Arnolfino on Tuesday 27th September 2016

Myself and Darren popped along to the Shopify Retail Tour to see one of the experts, meet other retail nerds and hear what is new. The whole setup was very slick and I loved the fittings they’d designed for the tour.

At Bristol Culture we currently run four Shopify point of sale (POS) instances across retail (£300K+) , fundraising and Archives.

We had booked a one-on-one session with one of the Shopify support team. We wanted to pick their brains about better ways to run our small empire online and mention a few issues we have with POS.

One of the reasons I chose Shopify originally was due to the added features that third party apps can offer. Our host was fantastic at reviewing our current online shop which has a tiny conversion rate of 0.4% and making having done a test purchase suggested ways to improve:

  • Try out multiple shop inventory apps such as Tradegeeko (for our small £££ expansion) or Stitch labs
  • Quick books for more useful management of our business position
  • Using their newly acquired KIT for third party marketing
  • Free app SEO doctor to see where our online shop could be improved
  • ALT Text app (free)
  • Make it clear that we offer in-museum pick-up of orders
  • Read and action : 50 ways to make your first sales
  • regularly review our abandoned checkout analytics
  • Try Facebook sales Channel (found via report area)
  • Find a better header image
  • Blog regularly to help SEO – ask suppliers too!
  • Photography- keep consistent background
  • Organise products a in range or collection instead of long product pages

The helpful Mailchimp team also showed us 2-3 automation features we’ll be testing very soon to kick start our mailing list efforts.

I was super happy that David Seal from the POS team was at the event and I had the chance to explain how we use POS, some issues and made a few feature requests. I have been following David on Twitter for some time so it is always cool to meet twitter folk.

The new mobile phone version of Shopify was released on Tuesday which finally lets me login to multiple stores without the hassle of logging out on Android. It has only crashed once in 24hrs!

Suggestions/feedback

  1. Our biggest feature request is for the mobile app or bar code scanner to let us quickly scan products on the spot and get sales history. This would really help us review the position of products and any affect of moving, effectively letting us do easy A/B testing.
  2. As with many people i’m baffled that adding Cost of Goods isn’t possible natively within Shopify. How else do you know your profit margin?! it would immediately help you review products and maybe increase or delete a SKU.
  3. I also suggested that Shopify should look into partnering with retail shop fitters for pop-up equipments and fixtures.
  4. POS app can seem slow or unresponsive when our team are busy and we can get the odd crash – tough if it is in its locked enclosure!
  5. The till drawer only opens when we have wifi which sometimes falls over and unless you have the key you are in for a tough sell!

My favourite quote of the evening came right at the end when one of the speakers said “They can’t catch you if you keep running”

Thanks for having us!

#shopifyretailtour

Notes from Banksy panel: Does Banksy have a social responsibility to do more to support the causes he highlights in his art?

On Saturday 14th May 2016, to launch the 4th edition of the book Home Sweet Home by Tangent books we decided to host a panel “Does Banksy have a social responsibility to do more to support the causes he highlights in his art.?” At M Shed in collaboration with the Festival of ideas.

It was a glorious sunny day and about 100 people came to hear Will Simpson, Marc Leverton and Katy Bauer, all authors of Banksy books. Richard Jones was referee.

The third edition was one of our best selling products last year so this event seemed a great way to fly the flag whilst quenching the thirst of the Banksy loving public. We can’t go a day at the museum without people coming specifically to see our Banksy statue on their trail across the city.

We sold £100 worth of books and people seemed to really enjoy it. I know one person came all the way up from Cornwall.

It was only my second attempt at book signing and I have learned a few things to make it better. Also I’m convinced that it needs to either be an event or pure book signing. Either you want a signed boom or you come for the chat/debate. Cool.

Anyway below are the notes I scribbled down. They aren’t exhaustive and I may have misunderstood of misattributed points so please forgive any errors I may have made.

My panel notes

The majority of the audience answered “No” to the question “Should Banksy have a social responsibility to do more to support the causes he highlights in his art.
Will: explained that he was part of a group who went to Mexico with Banksy to paint and highlight the Zapatista movement. The plan was that Banksy was going to spend a few days painting and in-between they played some football. Whenever they were short of players, Banksy would be in goal. Will is recalling this trip from around 15 years ago and hasn’t seen Banksy in over a decade but remembers he was very smart and had a dry sense of humour. As Banksy was there to paint, Will remembers that Banksy had done lots of research and spoke to locals to see what they wanted. Will then backtracked to the Autumn of 2000 when Banksy was starting to get popular. To fundraise, he had an idea to use a painting, which was pink with a footballer doing an overhead kick and let people guess where the ball landed. The winner of the raffle would keep the painting. The painting was on display at Eat the Beat in St Nics for 1-2 months. Will and a few others thought of trying to rig the raffle but the person they sent pulled out at the last minute as they didn’t feel it was the right thing to do. The painting raised about £200 and eventually went on to be sold for £20,000 years later (Jo).

Katy: Described her encounter with Banksy’s people during the time of the Bristol tension with a new proposed Tesco in Stokes Croft. Chris Chalkley from People’s Republic of Stokes Croft funded a Banksy print to help fundraise. A Banksy contact approached Chris about the collaboration. It was very particular. All the proceeds must go to PRSC, it can only be £5 and they could only print the agreed 2000 [note – i have a signed copy of this as a wedding present…].
The prints were sold at the Anarchist book fair. Katy had asked if it could be sold for £10 as it was clearly going to be a sell out and the money would benefit but was told no. Katy says the experience was clearly very much that Banksy is in control and it must go the way he wants. Katy shared a story about a piece she wrote that never saw the light of day as Banksy censored it, Katy was appalled. The piece was intended for Paul Gough’s book on Banksy and was written as an honest piece that wasn’t meant to offend about Banksy maybe [recanted]. The incident left Katy a little disappointed that Banksy would do this.

Richard: The level of control and attention to detail is astonishing.

Marc: says that Banksy doesn’t have to be socially responsible but his size means that he almost has to. He thinks Banksy is very aware of his early start as a vandal and is now ironically part of the art world.

Richard: questions how much control Banksy really his over his own image and ability to affect anything.

Will: agrees broadly with Marc and that Banksy’s unique selling point is his leftie/punk

Marc: Says to answer the question you need to understand Banksy and he thinks punk was a big influence. For example Banksy and his contacts would have known the queue to buy the Tesco posters would have been chaotic and they probably like that. Hence why they didn’t stop people buying more than one.

Richard: If Banksy cares then why wouldn’t he allow a second print run, knowing it would have greatly helped?

Katy: Says it is sad that more people in the audience don’t think Banksy has a responsibilty as she thinks not only does Banksy but all of us should be helping each other and the planet. Banksy is the left-ing voice the media can’t resist. Katy def thinks Banksy would be left-wing and is very Bristol i.e. d.i.y with Marc saying Banksy is capitist. Katy doesn’t see addressing social issues and making a living as being exclusive.

Will: If Banksy making the news helps highlight a cause that is enough and is helping.

Audience now join in.

Audience: thinks his work is giving back to the community and showing we can take it further.

Richard: If he was Batman he’d have a charitable Wayne foundation surely?

Marc: Part outlaw, part capitalist

Richard: During the mobile lovers episode he thinks it was clear that Banksy only got involved as he was forced into it and that the piece wasn’t meant to be removed or sold.

Marc: Dismaland has lots of local people involved which shows social responsibility.

Richard: During the Banksy vs Museum exhibition Oxfam and the city benefited. Also the sale of advertisement opening tools for ads hells shows his view on advertising and his radical/left stance. However at the end of the show, all the works were sold.

Katy: Perhaps Banksy could be more helpful.

Audience: everyone has responsibility, especially with some power, influence and money. Being negative towards Banksy is a defence mechanism [claps from audience].

Audience: missing the point. Feels that Banksy is about making you think for yourself.

Audience: His work raises awareness when it disturbs us and his work is disturbing.

Audience (Chris Chalkley): we all need to be thinking of the arts as a movement to help. The techniques Banksy uses re purposefully the same as corporations. We should all be thinking about how to tackle keeping ownership of the visual spaces in the city. So much is now being hidden behind advertisement hoardings e.g. Bear at the end of the M32. We should heed the message from the Banksy piece laugh now but one day we’ll be in charge.

Audience: Banksy really appeals to everybody. The converted in the room but also the new people to his work.

Richard: The positioning of pieces at Bus height shows he is thinking of the average person not just car drivers. The Mild mild West piece in Stokes Croft was in response to the police breaking up a party.
Marc: Saw Dismaland as a return to form with the messaging, appeal and humour, even though the media missed the point. He thinks the GCHQ piece would really have annoyed him as it caused a headache for the family living in the house and this wouldn’t be be what he wanted.

Richard: the press didn’t like the dismal dismaland people

Will: His presence is important to the city.

Audience: He is a national treasure.

Audience: There is a battle for public spaces.

Chris: We should be fighting this attack on the visual public spaces – he turned down a lot of money when advertisers wanted to place ads around the bear pit in Bristol. Big corps should kindly go away

Katy: Sees Banksy as one of us.

Summary of West of England Retail Day, Bath

Yesterday I spent the day in Bath with around 35 other people to focus on retail. In the morning we were hosted at the Holborne Museum and three of delivered 20min sessions on the state of play with us. my slides as ever are freely available. I spent my time explaining how in the blazes a nerd become responsible for overseeing Bristol Culture’s retail and what it’s like to have shops spread across the service. If I had to sum it up as an elevator pitch it would be: our shops needed root and branch overhaul, I Meddle a  lot, Retail thinking are fantastic, my team are along for the ride, I hate moving stock across the city, stock from 1983 is indicative of the scale of the problem and this year we’re back to making a profit!
I really enjoyed hearing Anna Bryant and Mari-Liis, the other speakers grappling with cross Christmas collaborative promotion and measuring success.
The question and answer session had me answering questions about shopify epos and giving suggestions for teaming up to share stock and resources. Two highlights stand out, firstly one of the audience is now disappointed we have improved the shop as they have spent years coming up and photographing our shockingly bad dead stock to make them feel better about their own shop! I think I may be reselling this story for years to come. The second comment was a “challenge” that very small museums don’t have the money to even entertain the cost of shopify which although affordable, is still out of the reach of many volunteer run teams. Point taken. However I responded that perhaps several of them could club together to spread the cost (I hope the small print of the terms of use permit this for voluntary organisations?!). Furthermore Shopify can run from any iPhone/android mobile as well as an iPad and nearly everybody has access to at least one of these. If you don’t have much stock then paper and pen are just as good because ultimately epos like shopify are just a tool that work for retail at scale. If you want to better understand your sales you need to find a way. If I had no money and little time I’d personally use a google spreadsheet and paper.
The questions were a welcome reminder that despite me wishing we were further along with our retail journey,  14 months later since me grabbing the wheel, we have made a leap.
After this session we had a two hour mission to visit 5-6 nearby museums and grab lunch. I was joined by Emma who was v cool to hang out with, chop it up and share our respective experiences. Each shop was well displayed. I did my usual of asking the retail assistants if they knew their own bestsellers  but they never do – worryingly I think we’d fail too. I purchased a tea towel, mug, greetings cards and guidebook from the various shops. Until today I was perplexed at how any small shop turned a profit as the turnover is usually modest. The answer is that retail assistants are normally volunteers which was my “a-ha” moment. This is the same as a self employed person running a stall in effect who doesn’t get paid by the hour regardless of sales.
I made an offer to the room that I’m happy to extend to others:
We’ll provide a small museum or arts shop with our bespoke range on a sale or return basis as I completely understand buying power is very restricted for you. I’d also consider the rest of our range too if you were looking at trying new lines like toys/homeware etc and use our products to test the water. I think that would give you a fair shake of the dice.
We ended the day with a session at the museum of working life on using a retail consultant and sharing between groups what we discovered on our missions.
I came away from the day full of ideas and hope for 2016-17. I met some great people and look forward to visiting them soon.
Thanks for the invite :Liz.
Now where is my pricing gun… (Awkward moment when one of the group said none of the stuff she saw recently had prices on at our museum aargh ).