How To Make The Shoe Brand Fly At The Terminal?

Since 2005, the marketing operation of many shoe enterprises in Wenzhou has left us familiar words, such as zero crossing, first brand project, China Red project, bright project, carving jade project, thousand store achievement project, new culture movement, etc. these slogans have stipulated how to build shoe terminal from strategic height, so as to establish different levels of market competitiveness.

In the footwear industry, regardless of the size of the enterprise, there is a common point, that is, the terminal is so important that owning the market is more important than having a factory, and controlling the retail terminal is the real sense of ownership. Because the consumption characteristics of different regions in China are different, it is difficult for ordinary shoe enterprises to use general marketing policies to change the current homogenization of competition. In marketing practice, many people always complain that products are not sold well, advertising efforts are not strong, the company's sales policies are not ideal, the losses caused by inventory are increasing every year, and the cost of marketing is also increasing every year.

The author thinks that the terminal is the most suitable form for localization of shoes enterprises, and also a personalized place for releasing brand energy.

Thus, how to develop the terminal remains an important topic for shoe companies in 2006.

There are many manifestations of footwear industry in the channel, the most common are franchised stores, shoe city, special counters, shopping arcade islands, flagship stores, direct selling stores, brand supermarkets, famous brand spaces, etc., from the main body of operation, there are different forms of self operation, affiliation, joint venture and so on.

The industry often raises this question: self built channels, advantages or disadvantages? This has been discussed for a long time by the industry and other industries, and its conclusion has been proved by marketing practice cases, which no longer repeats the topic in detail.

This article mainly talks about how to do a good job in shoe industry terminal from the angle of self operation and franchise. In 2006, how to make the shoe brand take off at the terminal?

First look at a phenomenon: the brand new brand of the popular price line, Kate, the shoe industry, in June 6, 2006, in Wenzhou, near its headquarters, a golden section opened 80 square meters of the country's first specialty store. In March 2006, the well-known shoe brand AOKANG opened in 2000th stores nationwide in Fuzhou, one was the "starting point" and the other was "take off". It seems that the terminal has become the carrier of the development of the shoe size brand.

When the brand takes off at the terminal, it must grasp the three steps of the terminal: starting point, starting, taking off, they are interlocking, deducing the operation situation of the shoe terminal, and the span will take 3~5 years to see.

First of all, how to choose the right starting point for the terminal? No matter whether to choose direct or franchised or other formats, shoe enterprises can not take extreme measures. The key is to see which stage of their brand's life cycle is in.

The brand life cycle of shoemaking enterprises is followed by introduction period, growth period and extension stage. At different stages, the terminal forms of selection are different, so we must find the starting point suitable for ourselves so as to make the terminal process operate smoothly and win certain market share through self employment or joining.

The details are as follows:

(1) the introduction period of brand: mainly the emerging brand or the shoe industry brand that participates in the lack of competition, and the choice of enterprises in the channel should be better than the self built terminal, because the resources of these brands are not very strong, and the brand strength is not very strong. They can share the market risks in the form of investment, terminal, image, advertising, promotion and other forms of market share, such as 55 system, free system, and 33 system, with the help of franchisee's advantage in time, geography, human resources and human resources, such as 55 systems, free system, and the second system. First, create regional regional terminals, and then make the market open quickly.

Case 1: San Diego to win the marketing terminal and advance the "carving jade project".

The "holy brand" shoe industry, which is positioned as the "high value brand of Wenzhou's popular brand", has successfully enhanced its market competitiveness in product development and quality service engineering. In early 2006, the "brand carving jade project" began to be implemented. In the market expansion aspect, it made clear the market positioning and decided to win the marketing terminal. It sounded the first horn of the brand strategy of the 2006 St. Paul shoes carving jade project. At present, the enterprise is a successful example of the family joining to create a new regional brand, which attracts the attention of the industry.

Case 2: Mai Gao deduces the unusual noble by "thousand shop achievement project".

The brand of Mai Gao is the first shoe enterprise in Wenzhou to implement the "thousand store achievement project" through the men's shoes monopoly (Note: the man shoes monopoly author mentioned this concept in April 2004.

And joined the way to develop the Mai Gao brand through the thousand store achievement project, and became the representative of the small shoe enterprise scale implementation of terminal marketing strategy in 2006.

(2) the brand growth period: mainly the medium-sized shoe enterprises, such as some shoe brands with market challenges, attach great importance to the terminal management and service capabilities in brand operation.

Changes in franchisee's deficiencies as follows: 1, focus only on the way products do not focus on brands and do not pay attention to management; 2, the strategic concept of franchisees and brand headquarters can not be integrated.

Therefore, at this stage, we must adjust the terminal and franchisees, change their business philosophy through effective and irregular marketing training, and work together with enterprises to retreat together, and eliminate some franchisees who can not keep pace with the development of brands.

Such enterprises are RI Tai, Jie Hao and so on.

Case 3: terminal strategy of "China Red project" launched in the second half of 2005 by Jack Hao

While developing the terminal market, we also strengthen the renovation of non standard old stores.

For those franchisees who are poor in image, low in efficiency and not cooperative, and those who only focus on other brands while keeping the brand as a foil, the withdrawal should be withdrawn. In this way, the tracking management of the monopoly terminals should be strengthened in a timely manner so as to continuously improve the monopoly level.

The vast majority of Jie Hao's franchised stores are invested by their franchisees, so they must ensure the franchisee's ample profit margins through irregular services.

At the same time, in the terminal operation process, Jie Hao also launched a direct run "model shop", so that other stores have a reference learning standards, so that "self" and "he battalion" go hand in hand.

(3) the continuous development of the brand is the extension period: some famous brands of shoes which are successful in operation, and the brand development is quite mature. At this time, the enterprises recover some of the franchisees and turn them into direct stores.

The advantage of direct operation is to enhance the terminal management ability through the use of advanced brand marketing concept, so as to radiate and influence other regions, so that the franchisee's profitability in the terminal will be gradually strengthened.

This kind of shoe business is direct and franchise, which enables the brand to develop at various levels through various terminal forms, such as Kangnai, AOKANG, red dragonfly and spider king, which are well-known footwear companies in Wenzhou.

Case 4: Kangnai makes great efforts to build "bright project" in terms of store quantity, product sales and service quality.

By means of market development, marketing maintenance, reorganization and rectification in 2005, Kangnai made the terminal image of Kangnai further improved in 2006.

On this basis, the implementation of the "bright project" has two meanings: "bright" takes its homophonic "quantity", that is, increasing the number of Kangnai stores, expanding the sales volume of Kangnai products and improving the quality of product services; "Li" is to further beautify the terminal image and improve the fashion of product style.

To this end, Kangnai will provide relevant support in logistics, materials and training.

Taking Shenyang, Sichuan, Beijing and Shandong as the radiation points and realizing the goal of bright Kangnai terminal through intensive advertising input.

In fact, Kangnai not only attaches great importance to terminal construction in China, but also has opened many brand stores abroad. At the end of June this year, it opened Kangnai flagship store in Paris.

It has an area of 280 square meters and is located in the downtown area of Paris.

Choosing this place to set up flagship stores is because it can stand shoulder to shoulder with international brands, which is a good way of publicity in itself. It helps to establish the image of Kangnai brand and promote market expansion. On the other hand, it can also radiate the other European countries and even the world economic powers such as the United States and Japan with the help of popularity here.

There are also some well-known shoe brands that enhance brand value through business culture. The terminal network has been established perfectly in these enterprises. What they care about is how to make the brand's recognition and sense of value acceptable to consumers, such as red dragonfly and other brands.

Case 5: AOKANG has more than 100 marketing organizations, more than 2000 chain stores and more than 1000 shops in 30 provinces, municipalities and autonomous regions, and has built a strong and perfect terminal marketing network.

In March 2006, AOKANG group proposed that it should take 5 years to plan and implement strategies in five aspects: marketing culture, details, incentives, technology and emotion, improve the marketing terminal network, create the first brand of China's footwear industry, and invest 50 million yuan to set up the "first brand project" reward fund, which is mainly used to recognize outstanding agents in the market share, coverage, satisfaction rate, profit rate and development rate.

Of course, this requires strong execution and can be realized through the span of time in order to achieve the goal of "take-off".

The above AOKANG case "first brand project" has shown that AOKANG group is taking off at a higher level in the terminal strategy, and ensures its success through execution.

From this we can see that the operation terminal has a "starting point", and then we should gradually implement it through strategic engineering, that is, "start", and then promote the brand take-off by effective execution.

By the way, we talk about the role of the terminal form of "shoe monopoly".

"Shoe monopoly" is an important mode of brand take-off at the terminal. It has also become a strategy for Wenzhou shoe enterprises to follow up. Monopoly is the best mode of operation for shoe brands to continue to occupy the market and achieve results. In recent years, this mode of shoe industry is most popular in Wenzhou footwear industry. Some shoe brands in Wenzhou have become famous in this mode, such as AOKANG, red dragonfly, Kangnai and spider king. At present, this mode is also a springboard of brand upgrading for some challenging brands such as Jie Hao and Japan Tai.

The franchised companies have strong management requirements from the confirmation of partners' identification, to market investigation, location selection, decoration, goods, product display, training, promotion, after sales service, headquarters market supervision and so on. The shoe companies in general are very rational in dealing with this problem.

In fact, whether franchised enterprises are franchised or franchised, this mode is applied. Franchisees should have the management direction of enterprises' proprietary terminals. Franchised terminals must also absorb the localization experience of affiliate terminals, which can be used in the monopoly of footwear industry to drive the slave terminal and allow the brand to take off at the terminal.

Some people say that "Cheng is also a terminal, also defeated the terminal", we can see that these problems can not be ignored.

In addition, the relationship between self run and franchise is also worth paying attention to.

From the perspective of enterprises, on the one hand, we should make full use of the advantages of franchisees such as capital, customer network, reputation and so on, and gradually guide and help franchisees to become stronger and bigger through integration with the headquarters business philosophy. On the other hand, when enterprises operate independently, they should fully play the following roles: 1, become a sharp weapon to clean up bad stocks; 2, establish brand image; 3, radiate other agency stores; 4, input and output brand information sources; 5, timely summarize terminal management and operation experience, and so on, enterprises should win the market competitiveness in the process of complementary advantages of the two.

In 2006 6 and July, many shoe manufacturers in Wenzhou shoes China held a summit on leather shoes ordering in autumn. Many excellent front-line franchisees and regional marketing managers also gathered in Wenzhou shoe enterprises headquarters.

This is a docking between shoe enterprises and terminals. It has also become an important business form of Wenzhou shoe enterprises' Marketing Summit in 2006.

Many shoe companies want to start off at different starting points at the shoe terminal and take off to the target.

Wenzhou shoe enterprises are so active in preparing for the terminal. How will we win the battle in the second half of 2006? We will wait and see.