Discussion On The Difficulties In Training Clothing Brand Dealers

Dealer is the product circulation bridge between clothing brand enterprises and consumers, and it is also the intermediate node for enterprises to gain market interests. Therefore, building a good distributor team has become the key to win the core competitiveness of apparel brand enterprises in the process of market competition.

But in the process of channel construction and market development, we also have to take into account that there is still a big shortage of knowledge and staff quality in China's current clothing distribution staff. The lack of professional clothing marketing skills has also led to the limitations of operation. On the other hand, due to the different geographical and consumption environment, the sales personnel of different departments will also have different ways of operation.

Therefore, clothing brand enterprises often face several difficult problems after training and training.

1, the difference in understanding caused by different levels of knowledge;

Because of their differences in educational level and social experience, the practitioners in the field of clothing distribution lead to different understanding of training contents in the training process.

For such training as "terminal information management", which requires higher knowledge reserve ability, trainees with certain experience in computer network application and management and those trained only in manual reconciliation and information classification will have a big gap in understanding modern management models such as ERP and CRM.

For example, training courses focusing on practical experience such as "clothing consumption and demand", trainees with rich market operation experience are more likely to understand.

2, the difference in cognition caused by differences in professionalism;

The so-called professionalism here refers to the recognition of distributors in the field of clothing marketing and the strategy of brand management, that is, the so-called "layman watching the bustle and the layman watching the doorway".

With the topic of "channel management" or "terminal brand building", for dealers who have been engaged in or are engaged in channel management and brand management, he can better learn the application skills from the trainers, and make the greatest resonance to the contents of the lecturers, so his knowledge in training knowledge acquisition will also be stronger.

3, the difference of attention caused by regional consumption differences.

China's vast territory, because of different economic income, seasonal changes and clothing culture understanding, it also causes consumers in different regions to change in clothing consumption patterns and purchase needs.

The distributors of clothing brand enterprises come from all over the world. For short training course lecturers, it is impossible for the lecturers to explain the cases in detail. In order to better face the majority of trainees, it is inevitable that they will tend to be theorized and strategically oriented in the curriculum, and the discrepancies between the content and the practical application will be revealed, which will lead to the deep reason of "empty, false and empty" phenomenon that the dealers feel in the process of centralized training.

4. The difference in executive power caused by the differences in the way of operation;

When clothing brand enterprises are trained to set up trainees, in order to maximize the cost savings and get the best training results, different types of dealers will be brought together. Especially during the training course of large products ordering, trainees may be dealers, agents, franchisees, self-employed shop managers, and internal functional departments.

However, there are great differences in the way of operation of different types of operators. If they are generalized, they will only be able to form "face to face and face to face", and training contents can hardly be converted into trainees' executive guidance, which will cause unnecessary expenses for enterprises.

5, the lack of training system caused repeated and inefficient labor.

If the above four points are the training difficulties caused by the trainees' reasons, then the training resistance that is lacking in the establishment and perfection of the training system is entirely caused by the clothing brand enterprises.

Training is a way of knowledge accumulation and experience exchange. Its value can be derived from gradual knowledge growth and on demand professional courses rather than repetitive and inefficient personnel gathering.

6, the difference in training effectiveness caused by differences in teaching skills;

In the process of looking for distributors' training lecturers, clothing brand enterprises seem to be willing to invite professors from famous universities or well-known training companies in the market to give lectures in order to show the strength of enterprises.

However, dealer training is not a "high-level forum". It needs to rise to a theoretical level.

The identity and honor of lecturers can not bring professional and practical business skills to dealers, and those lecturers who are trained in the whole industry can not understand the characteristics of the garment industry.

Therefore, it can be said that the above mentioned problems are the basic factors for the failure of the clothing brand enterprises to conduct the training of distributors.

With years of training experience and experience in communication with the enterprise, the failure of dealer training is often caused by a series of consecutive failures, or the wrong judgment made by the enterprise in the subjective attitude of the dealer's needs.

Therefore, I also have a set of understanding for the success or failure of the dealer training.

Recognize the trainees and get interested topics.

Admittedly, the main body of dealer training in clothing enterprises should be the whole dealer group. However, due to the various cognitive problems mentioned above, it is difficult for lecturers and enterprises to take into account the needs of all distributors.

Therefore, the selection of training subjects can be divided into two forms: first, to meet the needs of the majority of trainees, and to provide training requirements for more participants; two, after obtaining the quality and knowledge of the trainees, the training content is set up as a teaching service for new knowledge and new skills.

However, in any way, lecturers and enterprises should understand the needs of trainees before the start of training, and set up training contents based on lecturers, in order to make training more practical.

Practical lecturers teach and combine theory with experience.

If there are simple classifications for lecturers in the existing training industry, it can be roughly divided into: 1. Theoretical lecturers (mainly lecturers and professors in professional colleges, with long term theoretical research and teaching experience); 2, practical lecturers (with practical working experience and long-term professional work).

The classification of industries trained by lecturers can be categorized as: 1, the whole industry type (i.e., a professional training course can be trained for practitioners in many industries, such as human resources, operation and management, and personal work motivation); 2, professional type (i.e., serving only one industry, and concentrating on research and teaching in the industry).

So, for the training lecturers selected by the clothing enterprises for the dealer group, the author, through years of practical work experience and communication, thinks that because of the particularity of their operation and development and the difference in quality between the whole trainees and other industries, the clothing enterprises should choose the practical lecturers to give lectures, and on the one hand, they can give practical lectures through personal experience and experience to facilitate the understanding and application of the trainees; on the other hand, if the lecturers can combine experience with theory, that is, not only let the trainees know how to do it, but also let them know why they want to do so, so the application and feedback ability of the trainees will be longer.

Long term systematic arrangement and establishment of training system.

As "Rome is not built in a day", knowledge is not acquired through one or two days of training.

Some garment enterprises that I have experienced will only consider training for dealers as a "welfare" measure. It seems that with training, dealers can sell more products, and dealers with training enterprises can enhance a level. If it is only for exhibiting the strength of enterprises in the presence of dealers or just training for training, it will not only be beneficial to dealers, but will also become a burden for enterprises.

For the consideration of business and long-term development, training should be a long-term and systematic system. It needs not only targeted training courses and contents, but also more requirements and planning for distributors and enterprises in addition to training courses. For example, the quality requirements of trainees, the characteristics of enterprise operation, the regional development differences of operators, and the market demand situation and development trend at this stage.

If the training system is set up simply, it can also organically integrate training courses at different stages of the year, so that different training contents can be extended according to the same theme or the same requirement. It can not only solve practical problems, but also improve trainees' awareness in gradual progress.

After training, follow up research and understand application information.

Sometimes, I often emphasize that "training is not just a hammer deal" when the trainees communicate with each other.

In all kinds of training, it often happens: when the training is intense, the crowd will be forgotten after training.

This is not only a problem with the setup of training content, but also the fact that enterprises are unable to apply the "training gap" after the end of the training period.

Therefore, tracking research after training is also one of the contents of training. It is an extension of training and the embodiment of training effect in market application.

And in the tracking research after training, enterprises can also understand the application effect of each trainee, so that they can be added and improved in the next training course.