After Many Strategic Pformation, Wenzhou Leather Shoes Enterprises Have Taken The Place Of Latecomers.

A few years ago, Wenzhou leather shoes enterprise Z black horse breakthroughs, quickly with the industry ahead.

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A successor can lead a leader at a certain point and make this point bigger and stronger, and become a leader or a sharp person in a certain field.

The leader is both the direction and the reverse of the latecomers. From this point of view, for the rise of the latecomers, the leader VS later, the story is still deductive.

Leading brands have successfully focused on some domestic markets in the past few years. In the course of advancing time, leading brands have gained value, and some regional sales targets have been doubled.

In the homogenization of competition, the latecomers are ill at times. Many brands' habitats are hard to overcome by the relentless chill of the market, and shuffling is becoming more brutal.

Food is strong, and market competition is so merciless!

Even when the danger is high, it is very difficult for the latecomers to live in the terminal.

No matter who is the leader or the latecomer, no matter what mode of operation, terminal operators need to develop the brand of operators, make strategic success, take a far sighted view, and effectively implement strategies for foresight.

Latecomers also have the success of dark horse, that is to say, they should quickly draw the line before the industry and close their distance. The original equals are far behind. The success of the dark horse is supported by the "catching up strategy" of one step forward. There is a responsible and dedicated team who is fighting for the strategy.

The leader focuses on the terminal market, and many stores have made their location, area and image become the local leaders. Many brand operators have gained the advantage of network and market share, seized the market position and established brand awareness.

In front of the leading brands, the latecomer brands focus from headquarters to middlemen to the terminal market. Under the high rent and other expenses, Limited sales volume and gross profit can not absorb the operating pressure brought by high expenditure and high cost. Many stores have only become a "problem shop" with big losses, which is difficult to support for too long.

Therefore, stores can not be roughed up by marketing and management. After making good line planning in product mix, market classification, price war, channel and terminal layout, promotion and advertising, and team optimization, we should first do a little bit of market in the "first-line market", then move from "one point market" to "one line or even one market", constantly rolling replication, achieving success, doing marketing articles in a subdivision area, grabbing key resources, and setting up the "first" effect of a certain corner.

In reality, the emergence of "first" is also a strategic vision. We must dare to be first, so the creation of a "first" status in a certain corner is still a minority.

Strategic divisions make marketers unequal to the market.

We know that making customers earn money and customer satisfaction are the most effective criteria for testing the success of marketing models.

Making customers earn money is not a simple look at a certain stage. This requires the latecomers to be bigger and stronger. In the process of encountering one difficulty after another, they must have the ability of "wild", the ability of learning and the ability to overcome, instead of blindly seeking temporary profits under the policy of upstream, so as to survive, because once the market is changing rapidly, the cost will rise. Besides the support of the company, there will be no wild capability. Later, people will be washed out of the business circle.

It is necessary to introduce and implement the innovation mode. In the process of execution, "do not always talk about the market by the company process," and jump out of the process to see the process, that is, the market can not be found in the dead frame of the company, and with the temporary and small flexibility of the latecomers to adapt to the more complex and changeable shoe market competition.

In short, in the process of terminal pformation, the big brands are catching up with each other, accomplishments the harmonious atmosphere of the development of the industry. The small and medium-sized private shoe enterprises do not break out in "learning", they will die in the shoes. Therefore, in the future career struggle, do not be the "injured" of the latecomers.

And all these efforts, development has often undergone many strategic pformation, from a roughened single store to a fine store pformation. It requires brand operators to focus on the main business, regardless of blindly investing in different industries. Years of hard work, continuous learning, repeated rushing, and crossing a road will be successful! If there are such a group of customers or teams coming later, there will be no worries.