Clothing Alliance "Confrontation" Camp: Effective Use Of Resources

Today's

In September 2008, Mr. Cheng opened two A brand clothing chain stores in Changsha, and business has been good. Mr. Cheng is full of confidence in running A brand.

In March 2009, when he was looking for a facade ready to open third stores, a sudden incident dispelled his idea.

A brand told him that the company will open a self image shop in the busiest Huang Xing Road south of Changsha.

Mr. Cheng is very upset. He thinks that such a company's behavior has seriously hurt his interests.

Moreover, he also worried that his own business would be hit by the A brand store.

He has worked hard for A brand in the Changsha market, and now it has gained popularity and influence.

In May, the A brand was officially opened in the self image store on Huang Xing South Road. During the first few days of its opening, Mr. Cheng's two shops were obviously somewhat deserted.

Frustrated Mr. Cheng wanted to change a brand business, but he could not afford to work hard.

1, in the store image of a comprehensive follow-up to the manufacturer's self shop, because the main body of the decoration of the franchisee and self store itself is unified.

Therefore, it is necessary to make a slight correction of the store image and change the door to the self run store, requiring the salesmen and the self-employed shop clerks to wear the same uniform and the same standard service language.

In this way, ordinary customers simply don't know whether Cheng Liang's store is a franchisee or a manufacturer's own store.

2, adopt certain preferential measures to stabilize our old customer team and give more preferential policies to old customers.

3. The main products should be staggered as far as possible.

For example, a self run shop often pursues products for the needs of exhibition, while franchisees can choose the essence style to promote them.

And when the self shop focuses on promoting new products, franchisees can consider introducing some special items to do special sales.

4, use the comparative advantage of self shop price and promotion to attract customers.

That is to say, without violating the sales policy, the sales price of the same product can be slightly cheaper than that of the self operated store, and the sales promotion rate is much larger than that of the self run store.

In order to facilitate management, manufacturers usually make the lowest selling price for their own salesmen. Therefore, from the point of view of price operation, self operated stores are not as flexible as franchisees.

Mr. Cheng tried to do some work according to the experts' words, and he soon saw the effect. His business was not as impacted by the manufacturers' stores as expected.

By June 2009, Mr. Cheng's sales increased by 20% compared with the same period last year.

In the current market environment, similar examples such as Mr. Cheng have become a common phenomenon.

More often, manufacturers set up self run shops are actually considered from the perspective of brand overall strategic planning. Generally, they will also notice conflicts with franchisees in location selection.

Therefore, franchisees do not have to consider themselves as a tiger wolf in the local manufacturers' own stores.

As long as we handle properly and make effective use of resources, we can complement each other and keep pace with them.