Who Moved The Cheese In The Dress Channel? (2)

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Wu Jianmin, chairman of Shandong sulang fashion and apparel Limited by Share Ltd, believes that the best outcome is the triple win among brands, shopping malls and agents, and finally forms a dynamic and balanced business interaction relationship.

In Wu Jianmin's view, the leading power of the domestic retail market has always been in the hands of department stores, and the discourse power of the brand owners is very weak. However, with the rise of many big brands in recent years, the brand's right to speak has gradually increased, and the game between the brand suppliers and the shopping malls has become more intense.

In this way, franchisees and agents as vulnerable groups are caught in the mainstream.

"But what is certain is that

Coincidentally, Peng Zhengdong, general manager of sunshine fashion dress Co., Ltd. also holds the same view.

Peng Zhengdong said that only the brands, agents, franchisees and emporium three sides win together, the orderly development of business can be possible.

But now there is a situation that the channel is a brand based on department stores. In the face of promotional activities in department stores, whether agents or franchisees are going to participate in these promotional activities is a problem.

If a franchisee participates in the market activity and another franchisee does not take part in it, this is another problem.

It seems that the idea of "agents and franchisees being weakened" is untenable.

In a certain period of time, agents and affiliate will still be the inevitable channel of brand development.

In fact, as long as we have sufficient control and delicate balance, the three modes of direct, agent and affiliate coexistence in a brand are all possible.

Wu Jianmin believes that many brands in Europe are now taking direct camps.

For example, a brand in France may be more direct in Champs Elysees street in Paris, but it will act as an agent in other parts of Paris or other cities in France. It may directly operate in the central cities of the Asia Pacific region and act as agents in non major cities.

In fact, as long as we reach a consensus on the expression of brand and achieve the recognition of values and behavior standards, the three modes can be developed in a brand in harmony.

Wang Xiangsheng's suggestion is that for the above three models, the brand must have clear strategic planning at the beginning of its development.

"We need to clarify the role played by the three party on the brand.

Brand enterprises should be very clear about the division of the market, that is, which cities and districts of a city are suitable for direct operation, and which are suitable for agents and franchising.

I think good planning can promote the coordinated development of the three modes.

Goal consistency

Brands and agents seek maximum benefits.

Reporters learned in the interview that although the "game" between brands and agents and franchisees is temporarily difficult to solve at present, both sides are trying to explore ways to actively alleviate the contradictions between the two sides in order to maximize the interests between the two parties.

Han Jiaming, chairman of lucky Road Clothing Co., Ltd. believes that brand dealers can use their stock options or options to absorb their agents and franchisees into their own direct camp atmosphere, and pform them into a brand closer interest community.

This will not only benefit the management and layout of the brand, but also the agents and franchisees can enjoy more direct benefit distribution from the headquarters.

It is understood that the strong men's wear and BELLE shoes industry already have the successful precedent of absorbing agents into the company's shareholders.

On the face of it, it is a good way to bind agents and franchisees into the value and interest system of brands by means of "capital".

But Wang Xiangsheng has doubts about this way.

"Cooperation with agents and franchisees may be a little better.

The cooperation between the two can make money, have profits, and have room for development, which is enough for agents.

If they are involved in stocks, there may be bigger problems later. "

Wang Xiangsheng believes that, first of all, to the dealer shares, if the brand in the development process to earn a lot of money, we must consider the issue of dividends.

If the stock is not given to the agent in advance, the brand does not need to spend part of the bonus.

If you give a share to a company, but if the brand does not want to pay dividends with it, it will lose credibility. It will be very difficult for future cooperation.

Secondly, it also involves fairness.

If a brand owner gives a share to a certain agent or other agents, the other agents will question it, which is unfair.

In addition, brand employees will ask why shares are not given to agents themselves, but they are working for brands every day.

Third, the issue of managerial power will be involved in the longer term.

Specifically, a brand dealer gives a certain share to an agent, even if there is only one share. The latter is legally the former shareholder.

Therefore, the agent of the management meeting of the head office is eligible to participate, which will affect the management rights of the company to a certain extent.

"What is more serious is that with the development of the company, the company will go public in the future, and the agent with the equity will oppose it. He is a shareholder and has the right to oppose it.

Therefore, brand owners try to use equity and agents to bind interests. If you really want to let people run companies with you, I have no objection.

However, if you want to use this as a way to make agents loyal to you in the short term, I suggest it is best not to do so.

The sequelae and risks are too great. "

Wang Xiangsheng explained further.

Besides the way of share distribution, brand trust is also a way to avoid confrontation with agents.

Wu Jianmin, chairman of Shandong sulang clothing and apparel Limited by Share Ltd, is one of the fans of this way.

Wu Jianmin told reporters that in his development, Shu Lang has been considering how to make the agent faithful to the enterprise, and at the same time, he can run the brand building language of the company into the daily behavior of the agent, and fully integrate the interests of both sides, so he has the trusteeship model of Shu long.

"In some markets, the camp of Shu long is not enough to cover.

But in that market, some people have the ability to cover the market and have capital, but they may lack the experience of marketing.

We make use of his capital and his connections and use our management mode to open up the market.

Management and sales are done by sullan, and sulang's direct employees operate such a market. "

In fact, the trusteeship is more of an investment relationship, and there is no more stringent requirements for the trusteeship itself, and the emphasis is on its funds.

But for brand hosting, Shi Jie, general manager and chief designer of Hangzhou fashion limited, has different opinions.

He believes that the biggest problem of brand hosting is the unequal cooperation between brands and trusteeship.

The trustee uses the advantage of the channel to make the brand. Most of the risks among them belong to the brand dealer, while the risk coefficient of the trustee side is low.

Without risk sharing, the road of hosting will not last long.

In this regard, Peng Zhengdong, general manager of sun Fashion Clothing Co., Ltd. also believes that as a custodian, the pressure is very small, almost zero.

"Under a zero pressure state, he will not develop the brand well.

Therefore, I generally do not advocate the development of this mode of trusteeship.

But Peng Zhengdong also believes that some new brands will choose trusteeship to start their own channels at the very beginning.

This is mainly determined by Brand Company's familiarity and mastery of channels.

For example, the brand is not familiar with the channels of department stores. He needs a trustee to develop for him.

Peng Zhengdong told reporters: "trusteeship is a knowledge. It is difficult for a brand to find a good trustee.

What I say is good hosting business. Apart from his relationship with department stores and helping brands enter stores, his management ability is also very important.

If the management capacity of the trustee is not good enough, only the familiarity of the channel will be bad for the brand.

In this way, the brand is not as good as itself. Why should we go to the trustee? "

In fact, instead of trying to "stitch" the relationship between brands and agents and franchisees at the later stage of brand operation, the two sides should strictly control the choice at the beginning.

So what kind of agents and franchisees should the brand look for?

Zhou Sheng, chairman of fashion group EACHWAY, believes that values and business capabilities are the most basic requirements.

Franchisees have relatively few resources relative to brand enterprises, but they can do relatively simple and focus on marketing. Brand enterprises should constantly consider their continuous profitability and future planning of the brand.

The market development ability of agents in a certain area is stronger than that of brand dealers. Brand dealers can only temporarily exchange their resources for market, while agents use their own management to exchange funds.

"In choosing criteria, some brands are willing to choose experienced ones.

But sunshine fashion does not take this as a standard of measurement.

Peng Zhengdong said, "I think that experienced agents may become a stumbling block in brand development, such as empiricism and other similar frames.

If we can't break through what is inherent in his mind, for some new brands, it will be a hindrance to development. "

Wu Jianmin told reporters that although he was based on direct camp mode, it was equally important for the brand to join.

His choice is more important to the franchisee's recognition of the brand concept than to see how big it is now.

"He likes a franchisee who has culture, vitality and vision for the future. He doesn't like people who have strong traditional views and can not break through their business models and rigid systems."

Wu Jianmin told reporters directly to reporters that he chose to join the business standards.

Although each brand has different standards in choosing agents and franchisees according to the actual situation, they are consistent in the final orientation -- seeking the harmonious cooperation between the two sides and striving for the maximization of interests in development.

As Jiang Hengjie, executive vice president of the China clothing association, said, "brand dealers and franchisees should establish a closer alliance of interests. Only by sharing risks, interests and common development can the two sides establish a stable and win-win relationship and promote each other and grow together."

Retail experts see channels

Terminal retail decides everything.

Dai Chunhua, chief consultant of Guangzhou's Sichuan Road Consultancy

Someone asked me whether the form of direct placement and agency is more effective. However, I would like to ask the question: "McDonald's has the same agent running, why is the store so prosperous?"

Put this problem down and return to the clothing industry.

The current situation is that "head" often can not manage "hands and feet".

On the one hand, brand owners struggle to persuade all of their brains and try to "pform" franchisees to obey their own rules of the system. On the other hand, agents feel that they have their own experience and methods, and they have local resources and connections, and are also questioning the brand's ability -- "clap their heads" to make money.

If both sides can not achieve the planned profits, they will not form a community of interests.

Therefore, at present, the practice of "withdrawing from direct operation" is "mainstream", and some of the brand enterprises are strategic, but many of them are "forced".

In my opinion, direct operation is not necessarily a good thing. Whether there is a right to manage is one thing. Whether it can be managed or not is another matter and more critical.

Many companies try to use professional teams to act in a pro active way, and to exchange high cost for other urban management rights, but not necessarily resonate with the market.

The unified scale effect of the "whole nation chess game" that had been considered before had no effect in the face of market differentiation, and it was inevitable for enterprises to be dragged to death.

Is there a high efficiency and low cost management mode?

One answer is to establish standardized terminals.

Is there a difference in the market? What is the standardisation of standardization? Standardization is the concept of "chain" that we know very well. It is a unified logistics and unified management, rather than a unified product and size.

Whether agents or direct battalions should be taken seriously.