Sales of additional goods and services can add up to 20-30% to a store's turnover.

Many stores today have hit a sales ceiling: they have the product range, the team is working hard, the marketing is up and running, but revenue isn't growing. Where can they find growth opportunities? In reality, the potential for growth lies right in the customer's receipt. And it's not about raising prices, but about offering customers more value at the point of purchase. We discussed with Maria Gerasimenko, an expert at SR in fashion business management and development, how to increase sales with additional merchandise, why accessories and related products are becoming a strategic source of profit, and the role of the store team.

Maria Gerasimenko -

CEO of Fashion Advisers and the first online school for fashion business Fashion Advisers School, expert in business management and development, business coach. Fashion business management experience - more than 12 years. Successfully defended 2 MBA dissertations (Mirbi International Higher School of Economics, Russia, Moscow, 2013) and London Metropolitan University (Great Britain, London, 2017)

Main areas of activity: strategic and anti-crisis management of the shoe business, assortment matrix management, development of motivation programs, conducting trainings in the field of management, service and sales. Clients include: Unichel, Tamaris, s'Oliver, Kotofey, Rieker, Sinta Gamma, Helly Hansen, Rusocks and others.

For the past two years, fashion retail has been experiencing declining traffic: shoppers are visiting brick-and-mortar stores less frequently, taking longer to compare prices, and postponing purchases more often. For most retailers, this means one thing: the old growth mechanisms no longer work. Even if marketing brings customers into the store, each one becomes "golden"—too valuable to let go without a minimum purchase.

Many stores have already hit a sales ceiling: they have the product range, the team is working hard, the marketing is up and running, but revenue isn't growing. In reality, the potential for growth lies right in the customer's receipt. And it's not about raising prices, but about offering customers more value at the point of purchase.

Properly executed upselling can increase store turnover by 20-30% without additional advertising costs. Moreover, it creates a sense of care and service in the customer: they leave not just with a product, but with a complete solution. This is why upselling is called "the cheapest source of growth" in the professional community.

What is upselling and why is it important?

In the classic sense, upselling is offering a customer additional goods or services in addition to their main purchase. But in fashion retail, this tool goes far beyond the banal "buy extra socks to go with your shoes." Effective upselling is part of a customer service strategy and the creation of a better customer experience.

The key goal of upselling isn't to increase the bill at any cost, but to address a customer's needs comprehensively. When a salesperson offers shoe care products or a belt to complement a suit, they help the customer enjoy their purchase longer and look their best. As a result, the customer leaves satisfied, and the store earns additional revenue.

From a business economics perspective, upselling directly impacts three key metrics:

• UPT (units per transaction) is the number of items per receipt. Even an increase from 1,4 to 1,7 adds tens of thousands of rubles per week to a single store.
• Average order value: The larger the shopping basket, the higher the final revenue without increasing traffic.
• Marginality - related products tend to have a higher markup.

A practical example: in one shoe store, we implemented a simple rule: offer every customer personal care products. Within just one month, the share of accessory sales increased from 5% to 18%, and the store's overall turnover increased by 11%, without any additional investment in advertising.

It's important to understand: upselling isn't hard selling. If a salesperson offers a product without benefit, the customer feels pressured and leaves with a negative experience. But when the offer is logical and valuable to the buyer, it's perceived as care and attention to detail.

Product range as a basis for upselling

An upselling system starts not with the salesperson, but with the product range. If a store doesn't have a sufficient selection of related products, even the most motivated team won't be able to offer customers logical and useful solutions.

The optimal share of complementary products in fashion retail is at least 30% of the total assortment. This category includes accessories, personal care products, and small additional items that can easily be "attached" to the main purchase. However, it's not just quantity that matters, but the correct composition of the product line: products should complement the main categories and address customer needs.

Common mistakes in stores:

• accessories are presented formally, “for show”;
• the choice is limited to 1-2 SKUs, which reduces the likelihood of a purchase;
• the goods are hidden or placed separately, the client simply does not see them;
• There are no ready-made bundles: for example, shoes without accompanying care, a bag without an offer of a keychain or wallet.

Display plays a key role. For example, shoe care products should be logically placed near the checkout area so that customers see them at the final stage of their purchase. And accessories—belts, wallets, and business card holders—should be located near the main category to ensure easy identification.

Examples of successful combinations for shoe and accessory stores:

• shoes or boots + cream, water-repellent spray, brush;
• women's bag + wallet, key case, belt;
• men's business bag + business card holder, belt, wallet;
• backpack + cosmetic bag, laptop case, keychain.

In one project, we added a compact display case near the checkout counter with shoe care kits and encouraged sales associates to display them during checkout. As a result, the share of accessories increased almost threefold—from 7% to 20% of total sales. The assortment creates the basis for upselling. The store team and manager then turn this into a system.

Upselling techniques in sales work

Even a perfectly curated product range won't work without proper presentation from the salesperson. It's important that upselling doesn't feel like a pushy offer, but rather like genuine concern for the customer. There are proven techniques for this.

1. Working with fitting.

When a customer tries on shoes or a bag, the salesperson may offer an additional item as part of the service:

• "These shoes are made of genuine leather - I recommend using a leather care product to help them stay looking good longer."
• "This bag has very delicate leather, we usually offer an organizer case to keep it in shape."

2. Offer a second product.

Works in cases where the client is in doubt or looking for versatility:

• "Take two pairs at once - one for everyday wear, one for going out."
• "This business bag is often paired with a matching belt to complete the look."

3. Set.

Creating a ready-made solution is the ideal tool for a buyer who values ​​saving time:

• shoes + belt + wallet in the same style;
• women's bag + wallet + keychain accessory;
• backpack + laptop case + cosmetic bag for small items.

4. Helping phrases.

The key is to focus on the customer's benefit, not the product itself. Here are some examples:

• instead of “take some cream” → “this cream will protect your shoes from moisture, and they will keep their appearance longer”;
• instead of “we have belts” → “this belt will go perfectly with your shoes and complete your look”;
• Instead of "take a wallet" → "a wallet in the same color as your bag will help create a harmonious outfit"

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5. Mistakes to avoid.

• Offering "head-on" without understanding the client's needs.
• Putting pressure on the buyer (“You definitely need this treatment”).
• Listing everything in a row without logic (“We also have belts, wallets, business card holders…”).

The role of the manager and the team

Even the most well-thought-out sales techniques will fail if they aren't firmly established at the team level. Here, the store manager plays a key role: they are the ones who transform the idea of ​​upselling into a systematic process.

1. Employee training.

The manager organizes regular training:

• At planning meetings, the team practices specific techniques (for example, “how to suggest leaving”);
• Once a week, a mini-role-playing game “seller-buyer” is held with an analysis of typical objections;
• The best phrases and successful cases are recorded so that colleagues can learn from each other.

2. Monitoring implementation.

Without control, any initiative quickly fizzles out. Effective managers:

• analyze receipts for UPT and the share of accessories;
• recognize employees who consistently achieve high results;
• analyze situations where upselling did not work.

3. Motivation through competitions and KPIs.

Financial and non-material motivation make upselling part of everyday work:

• "most comprehensive check of the week" competitions;
• bonuses for achieving the target UPT;
• non-material incentives (praise at a planning meeting, symbolic prizes).

4. Formation of culture.

The manager's main task is to create an understanding within the team that upselling isn't a "must," but rather part of the customer care and service style. When a salesperson genuinely believes an accessory or care product is beneficial, the customer perceives the offer as consideration, not pressure.

How to implement an upselling system

To make upselling a stable source of income, it needs to be transformed from a one-time initiative into a part of business processes. This doesn't require large-scale investments, but it does require a systematic approach. What needs to be done?

1. Conduct an audit of the product range.

• Determine what proportion of related products are currently available in the store. The goal is at least 30% of the assortment.
• Check for logical connections: shoes → grooming; bag → wallet; backpack → laptop case.
• Consider whether these products are visible to the customer: are personal care products located near the checkout, and are there mini-racks with accessories next to the main categories.

2. Create checklists for sellers.

• In the checklist, write: “What additional product should I offer for each main category?”
• A convenient format is a table: “main product → possible upsells → supporting phrases.”
• Example: "boots → cream, spray, brush → "I recommend moisture protection - your boots will stay looking good longer."

3. Train the team and practice.

• Include upselling practice in your daily meetings.
• Use the "1 technique per day" method - the team trains one technique (for example, offering a second product).
• Write down the best scripts that actually "work" for clients.

4. Implement a reward system.

• Set KPIs: target UPT level and the share of accessories in sales.
• Add bonuses for achieving these metrics.
• Organize a "leaderboard" or weekly awards for the best.

One of my clients implemented a simple mechanic: "5 upsells a week = extra bonus." Within a month, the share of cross-sells increased from 9% to 21%.

5. Analyze the results regularly.

• Compare the indicators “before” and “after” the implementation of the system.
• Discuss results at weekly team meetings.
• Celebrate successes and look for bottlenecks.

Proper implementation makes upselling a part of the store's culture. Customers leave satisfied because they received a comprehensive solution. Salespeople are motivated and understand why they offer accessories. And the business experiences a significant increase in turnover without the expense of acquiring new customers.

Upselling in footwear retail isn't a sales gimmick or a pushy tactic. It's a strategic tool that enables growth even in the face of declining traffic. Effective upselling achieves several goals: it increases turnover, improves margins, and creates a sense of caring and high-quality service in customers.

Stores that have a built-in upselling system outperform their competitors: customers return more readily, employees feel engaged, and businesses receive an additional 20–30% in revenue without additional advertising investments.

In my projects, I see a simple pattern: where the owner or manager makes upselling part of the store culture, the results grow steadily. Where it's perceived as a one-time promotion, the results quickly fade.

Therefore, the challenge for owners and managers today is not simply training their teams in specific techniques, but rather building a system: from product selection to training, meetings, and motivation. This way, everyone wins: the client receives a comprehensive solution, the salespeople receive recognition and bonuses, and the business experiences sustainable growth.

Photo: Tamaris, Fall-Winter 2025/26