Emilio Guerra says that lack of workforce training and failures in execution explain why some networks advance and others lose pace
Fashion franchising continues to expand in Brazil, but the performance of the chains is still far from homogeneous. While some advance above average, others face difficulty in maintaining pace and results. For Emilio Guerra, CEO of Skyler, the difference is not in the scenario, but in the way the business is run.
In an interview with Jovem Pan Business, the executive states that retail is no longer an operation focused solely on products and has become dependent on a broader system, which involves management, culture, customer experience and the ability to constantly adapt.
In this context, one of the sector’s main challenges is labor. The difficulty of finding prepared professionals is no longer a one-off situation and has become a national reality. The impact affects both industry and retail.
In production, the movement has been towards automation. In stores, the challenge is different: forming teams, developing culture and maintaining service standards. “If the business is going well, it’s because of the people. If it’s going bad, it’s also because of it,” he says.
The problem intensifies in times of expansion. The need for hiring grows faster than the training capacity. And when this happens, the operation loses efficiency. The reflection appears directly in the result.
At the same time, consumer behavior has also changed. Price remains relevant, but it no longer alone determines the purchasing decision. The perception of value began to play a central role.
Basic products guarantee volume and predictability. Items with greater added value help to build positioning and increase margin. “When the customer perceives value in a quality product, they pay, even if it is more expensive”, he explains.
This movement repositions the physical store. More than just a point of sale, it now functions as an experience space. Contact with the product, service, ambience and even sensory elements directly influence the purchasing decision.
And also loyalty. When the experience works, the customer comes back. When it fails, the sale simply doesn’t happen. In franchising, this responsibility falls directly on the franchisee.
Standardization remains essential, but it does not replace the need for active management at the end. “We will only be successful if the franchisee is successful”, says the executive.
In practice, this requires constant monitoring. Training, communication, supply, sales reading and operational management stop being support and become part of the result.
Small flaws make a difference. And, often, those who understand first are those in the operation. That’s what happened recently inside Skyler.
During a chain convention, a franchisee gave the CEO a detailed report about the unit itself. The material included analyzes on supply, logistics and direct impacts on sales.
More than pointing out problems, the document showed, with data, how performance improved when adjustments were made. Based on this diagnosis, the company reviewed internal processes and promoted changes in the operation.
The episode reinforces a central point of franchising: the end sees first. And when the network listens, it evolves faster. Another relevant movement within Skyler involves technology.
The company began implementing RFID in stores, a system that allows products to be tracked in real time and increases the accuracy of operational information.
According to Guerra, technology reduces failures, improves inventory control and speeds up decision making. The impact is direct. Processes that previously took an entire day can now be completed in less than an hour.
In practice, this means more agility, less disruption and more responsiveness within the operation. In addition to technology, the franchisee’s profile also directly influences performance.
According to the executive, there are two predominant models. The traditional operator, who follows the day-to-day operations of the store closely. And the multi-franchisee, who acts as an investor and brings experience from other businesses.
Both can perform well. But there is one condition: someone must actually be taking care of the operation. In the end, what differentiates growing networks is not complex strategies.
“There is no magic formula. It’s about doing the basics well: serving people well, listening and having the desire to serve”, he summarizes. Founded in 1997, in Fortaleza, Skyler maintains growth above the sector average and currently has 69 units, 68 of which are physical stores and an integrated e-commerce.
The result reflects a model based on operational consistency, proximity to the consumer and focus on execution. In a competitive market, the message is straightforward.
Growing up is not the biggest challenge. Operating well is.
