Six Problems In The Management Of Clothing Distributors

Through many years of experience in clothing marketing and brand operation management, especially in the past two or three years, I have found that consulting and consulting work of different types of clothing enterprises in Henan has done a good job in marketing and management.

Many of our local garment enterprises, such as poor marketing performance, unstandardized brand operation, lack of enthusiasm for marketing personnel, poor operation of internal management and high marketing costs, are not simply due to the incorrect marketing strategy, the reluctance of salesmen to make efforts, and the imperfect corporate regulations.

The following are my experiences in consultant management, hoping to play a hint and enlightening role for Henan's clothing brand.

Problem 1: the basic rule of unplanned marketing in marketing is to make marketing plan and plan according to plan.

Marketing plan management includes not only how to develop a practical marketing target, but also how to implement it.

The specific contents are as follows: Based on the analysis of the current market situation and the current situation of enterprises, formulate clear marketing objectives and other qualitative and quantitative objectives; implement specific executors, responsibilities and time.

However, many of our consultant's clothing enterprises have unclear annual, quarterly and monthly market development goals, sales plan, customer management service plan, brand promotion plan and so on in the management of marketing plan.

Even a certain marketing plan has not been decomposed according to regions, customers, products, salesmen, time and so on, so that the plan can not be concretely implemented.

Once there was a brand of men's trousers. The management only gave the general target figures to the salesmen, but did not instruct the salesmen to formulate the implementation plan. Some of the plans were not quantified to every salesman's content, so the salesmen did not know how to formulate specific marketing activities.

Because there is no definite marketing plan, the marketing work of the enterprise has lost its goal, and there are no marketing strategies, plans, measures, supporting measures, uncertain budget, no implementation of personnel, no concept of space and time for marketing activities, and no marketing process monitoring and effectiveness testing measures.

This type of enterprises in the fierce competition in the clothing brand market, the marketing work of the enterprise is like a buffalo who broke into the fire.

Problem two: marketing staff management is out of control, "as long as the result, regardless of the process", do not supervise and control the marketing actions of salesmen, this is a common problem in Henan clothing enterprises.

Many enterprises are very extensive about the management of their salesmen: announce a business policy to their salesmen, then send the salesmen to the market like Dove, and only wait for the salesmen to bring an order to the enterprises and develop a piece of market.

However, it brings a series of problems to the enterprise: for example, the salesman has no plan, no assessment, and can not control the actions of the salesmen, so that the marketing plan can not be guaranteed. The marketing activities of the salesperson are opaque, the risk of enterprise operation is increasing, the salesman's work efficiency is low, the marketing cost is high, the salesman's marketing level is not high, and the team building of the salesmen is not strong enough.

Problem three: customer management services are rough, enterprises have a good management of customer maintenance, customers will have business enthusiasm, and actively cooperate with the manufacturers' policies.

"Service is the soul of marketing". If an enterprise always carries out high-quality, characteristic and comprehensive services to its customers, the customer will try to do well in sales. If an enterprise neglects or misleads its customers, it will lead to market risks.

However, many enterprises do not have effective communication, guidance and management to customers. As a result, enterprises can neither mobilize the enthusiasm of customers nor effectively control market sales risks.

In the marketing process, customers are generally not loyal to enterprises, do not respond positively to the marketing policies of enterprises, and do not conscientiously cooperate with enterprises. All these are the results of improper management or improper management to customers.

At present, a large number of similar problems exist in Henan clothing enterprises. This has become another major factor that has troubled Henan's clothing brand healthy and rapid development and has been calling the whole country after the product.

Problem four: the lack of market information in twenty-first Century is the information age. The modern market economy is also an information-based economy, and information is the life of enterprise decision making.

The salesperson is in the front line of the market. He knows most about the market trend, the characteristics of consumers' needs, the changes of competitors, and the requirements of dealers. If the information is timely feedback to the enterprises, it is of great significance for decision-making. On the other hand, the problems in marketing activities should be reported to the superiors quickly so that management can make timely and accurate countermeasures.

The results of salesmen's work include two aspects: one is marketing volume, the other is market information. Two.

As far as the development of enterprises is concerned, the amount of marketing is not important, and the important thing is market information.

Because sales volume is yesterday, it has been realized, and what has turned into reality is not changed, so it is meaningless to enterprises. What is meaningful is market information, because it determines the marketing performance of tomorrow and tomorrow's market.

However, many of our local garment enterprises have not asked the salesmen to collect information or merely ask for formalism, nor have they set up corresponding specialized market information centers and a set of systematic business reporting and information analysis system, so that they can not collect and analyze information effectively and effectively.

In this regard, I sincerely appeal to Henan's clothing enterprises to attach great importance to information, analyze information, and find new business opportunities from information.

Question five: the performance appraisal incentive is not perfect. Many garment enterprises do not regularly assess the salesmen's marketing performance, and enterprises need regular quantitative and qualitative assessment for marketers.

The quantitative includes examining the salesperson's marketing results, such as sales volume, customer number, profit margin and information volume; qualitative assessment includes assessing the salesperson's spirit of cooperation, enthusiasm for work, loyalty to the company and so on.

The establishment of a system for assessing salesmen can determine the rewards, rewards, punishments, elimination and promotions of marketing personnel in a fair and reasonable manner, so as to mobilize the enthusiasm, stability and loyalty of salesmen. On the other hand, a review and analysis of the performance of salesmen can help salesmen make progress.

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