Reasonable Terminal Sales Will Make Shoes Brand Soaring.

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.

　　具體如下：

(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.

　　案例1：圣帝羅闌決勝營銷終端，推進“雕玉工程”

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.

　　案例2：麥高通過“千店成就工程”演繹不一般的高貴

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.

　　案例3：杰豪2005年下半年啟動的“中國紅工程”的終端戰略

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.