How To Solve The Pformation Of Marketing Channel

In the market environment, we can understand the image of marketing channel as follows:

Fujian Shishi A men's clothing business was originally engaged in garment export processing. In the middle of 90s, with the rise of the domestic men's wear market, it began to pition to branding, and invited Hong Kong and Taiwan stars to endorse their products.

At the beginning of the brand building, with the advantage of capital and production, through a large number of advertising and launching of key cities on the ground, in the late 90s, it entered the famous menswear brand in China.

In addition to some parts of the western part of the country, the country has set up a distributor in various provinces and major cities. There are more than 160 franchised stores and more than 1200 outlets in the country. The sales performance of the company has increased significantly every year.

But from the production and Finance Department of the clothing enterprise, we get another set of data: the average monthly return rate of the enterprise is only 46%, and the sales of products often can not be settled for a long time. The marketing department has the reputation of coordinating the management of distributors, the actual content of which is to destroy the goods and prevent the dealers from selling goods to each other. The planning department has made different plans in terms of brand appeal language, advertising and other aspects in the past few years, so that the image of the brand is becoming more and more unclear in the consumer group.

Therefore, although the annual output value of the enterprise increased by 2 times compared with that of the processing period, the profit and profit rate was only 80% and 64% of the processing period.

Dealers in various places have a large turnover rate. In addition to some cities, the annual turnover rate of some two level market dealers is about 25%, and nearly 1/4 dealers have to change each year. This also causes some of the goods to become dead accounts and can not be recovered.

The sales outlets of product sales sites also change with the replacement of distributors, resulting in the situation of no fixed sales.

The brand image is always uncertain in the market, so the loyalty of the consumer group is very low, which can not reach the effective consumption cycle, and the product sales are highly volatile.

The boss always sighs: it's better to continue processing.

We see the essence through various phenomena.

First of all, clothing enterprises do not have operability when formulating marketing policies.

Clothing enterprises when marketing policies are initially decided, more consideration is to let the products occupy the market in a fast and comprehensive manner, and use the overwhelming advertising attack and the ground bombing to attract the partners who have the ability to conduct product sales everywhere. Those distributors with many outlets, high grades, large sales volume and sufficient funds are the targets of many garment enterprises. Therefore, they will also compete in the formulation of the terms of the franchise. If you pay the monthly payment, I will be able to turn into two monthly payments. If you can refund 1 of the profits, I will be able to rebate 2 percent. If you can provide a 50% exchange rate, I will be able to provide a one hundred percent replacement rate.

When terminal marketing decides whether an enterprise is alive or dead today, dealers who have mastered the advantages of market terminals have become judges of the sales area of enterprises. When the dealer contracts are drawn up, they are only referring to the practice of other enterprises in the same industry. They seldom consider whether they are feasible; moreover, in the process of negotiations, temporary modifications are often made in a variety of ways.

Secondly, clothing enterprises and

In front of us, we talked about the importance of enterprises and distributors in the market function, management form and marketing management, which made Lin Mei's "gale theory" have the market.

It is normal for an enterprise and a dealer to have two independent economies, and to maximize their respective interests on the same product. But as a business partner, we can also ask both sides to shoulder their respective obligations while enjoying their rights.

In the early days of brand creation, when the competitiveness of products is insufficient, the promotion ability of dealers is regarded as the key to the success or failure of the market. When the brand has certain advantages and the product competitiveness is sufficient, the business strategy of the firm will determine the profit level of the dealer.

Therefore, in the two period, it is easy to lead to the emergence of departmentalism.

In order to reduce inventory pressure and early withdrawal of funds, the two sides often make their own decisions.

Dealers do not sell according to the prescribed price and form, and they sell products at a discount and promotions at will. Enterprises often throw off the seasonal products to the wholesale market, causing similar brands to fight price wars and destroy their brand image in one area.

Finally, the irrational allocation of resources will also break the fragile marketing chain.

The two biggest headache for garment enterprises is the intensity of brand promotion, which leads to the blurring of brand image and the construction of circular consumption chain. The second thing is that product sales monitoring is lax around the country, often resulting in product follow-up errors, resulting in product extrusion or customer shortage, which is also likely to lead to the phenomenon of distributor's goods distribution.

In clothing enterprises, the departments are mainly based on production, and the departments responsible for marketing and planning are just as useless as the shortage of talents. Some of the marketing executives of some garment enterprises are usually run by one general manager.

Unreasonable departments can easily lead to unclear responsibilities and unclear responsibilities in the internal management of enterprises, resulting in confusion in marketing.

The irrationality of resource allocation directly affects the maturity of brand in the consumer group and reduces the expansion of brand promotion. There is no effective connection between garment enterprises and distributors in the exchange and contact of information resources, which makes dealers lose confidence in the ability of marketing management and indirectly increase the sales cost of both sides.

Finally, enterprises and distributors, distributors and consumer groups will break the chain of marketing.