Fujian'S Clothing Brand "After Province Generation" Era

It is important for the Brand Company to find a new way for the Brand Company.

Save the country and save the country

At the dinner party of a leading enterprise in Fujian, the president raised some sobs when he raised the glass.

Looking at the provincial generation brothers who once made great efforts together, he knew that some of them would not be here again next year.

The root cause of this clothing industry version of "cup wine releasing military power" is the inherent requirement of Fujian garment brand channel terminal pformation.

After many years of high-speed development, the group of the provincial generation has become increasingly tired.

The industry believes that lying in the hotbed of the past, the provincial generation and Brand Company have been bedfellows.

Many people in the industry believe that the fashion channel model needs a big change, and some forerunners have also made exploration in the channel mode pformation.

Perhaps the chiseling of the province's generation is just the first step in crossing the river by feeling the stones.

The agent system for men's clothing in Fujian Province is like soldiers and weapons to soldiers.

Zhou Shaoxiong, chairman of the seven wolves, once said that the provincial agent system expanded the network of the seven wolf store.

It is reported that since the seven wolves adopted the agent system in 1995, the agent system has gradually become the marketing mode commonly adopted by the brand enterprises. It has created a group of Fujian business casual men's clothing, and has also made Fujian brand blossom everywhere in the big business circles around the country.

However, because of the rise of brand in that year, the enterprises searched for agents generally adopted the strategy of "first chaos after treatment", and so did the hidden danger.

After many years, with the changes in the market, the disadvantages of the agent system have begun to appear. Although it is not yet clear that the agency system has been declining, for those front-line brands that are already firmly established, the former generation can only face the situation of being "demabbed" if they can not advance with the company.

Checks and balances are often shown in two cases.

One is that the Brand Company hastily picked the wrong target in the meantime. This part of the province did not keep up with the development of the times in terms of management concepts and management, and has never done well in its own area.

It belongs to congenital deficiency and may develop into a natural elimination.

The other is more subtle - they do well, but because of the inconsistent interests of the long term and the Brand Company, they are "bedfellows".

"Three years ago, when the market was doing well, many generation made a lot of money.

Their waist pockets bulged, but they became more timid. They felt that they could get money faster by taking money to make real estate and stock investments.

Wu Xingqun, deputy chief of the seven wolves, said that there was a lot of contradictions between the Brand Company and the provincial government. For example, whether or not to open a direct store, Brand Company thought from a long-term perspective that the camp could push its image, and it could directly implement many policies, while the provincial people were considering their own economic benefits. They considered short-term interests. They were obviously not interested in such short term money making activities.

"For such a generation, if it is not quickly divided or cleaned up, it will lead to the fact that many brands are facing a half dead state."

Wu Xingqun said that cleaning up the province's generation is indeed a helpless move.

Based on this, a report was published in the 2009 annual report released recently by the seven wolves. "Seven wolves in 2008, on the basis of 2009, increased three sales subsidiaries in Wuhan, Xi'an and Shenzhen, expanding the direct operation system, increasing the Shang Ying direct company in Xiamen, and gradually setting up a separate mode of direct business accounting".

At the same time, there is a saying in the annual report, "the sale of seven wolves in Guiyang is based on the adjustment of the company's local marketing policies.

After the pfer of shares, Guiyang seven wolves are still engaged in the sales and channel expansion of the company's products.

At the same time, Guiyang's seven wolves account for a small proportion of the company's sales revenue, which has no significant impact on the company's business continuity and management stability.

Behind this remark, Wu Xingqun said, "we took Guizhou as a pilot last year, and sent people from headquarters. The general manager, personnel director and treasurer of the branch are unified control and control of the head office and other free cabinet."

As a matter of fact, at present, it is not only the seven wolves that are vigorously "cutting the vassal", but many men's clothing brands are either bright or dark, or "Rites" or "soldiers" are being replaced by provinces.

"After all, this is a relatively sensitive thing, involving the interests of the provincial generation."

A Menswear brand staff said that the company recovered several provinces last year, but it could only be carried out in a low-key manner, for fear of damaging the morale.

The staff think that the big brands are taking this step, but the size of their strides is different.

From inside the company, such as Jin Ba, Li Lang, Di, Fu Fu bird, etc., it is revealed that these companies are indeed in the province.

In these companies, different companies have different ways of "cutting their vassal", and there are also compensatory ones.

How in fact "

When it comes to "cutting the vassal", Lin Jinwen, director of the retail centre, said, "don't wait until the total market is too large."

"Because when the total generation is bigger, he does well, and the head office charges him high; he does poorly, leaving behind a big mess, and the cost of the head office is higher."

But in any way, what is important is the way out after "cutting the vassal".

Companies are in the exploratory stage.

The era of "post provincial generation"

It is the most widely used and the most mature way to replace the provincial generation for the branch.

Insiders said that among the Fujian enterprises, Anta was the largest clean-up generation.

After the listing, the company has ample funds. In the negotiations with the total generation, the company gave sufficient financial compensation to the other party, bought out the right to operate, replaced the person in charge of the branch company with its own training, and successfully carried out a great change in the channel.

But not all branches have been successful.

The key to success is to mobilize the head of a branch to make the management branch a business.

"Let the leading personnel of a branch participate in the stock market, and only if they become masters can they have the power.

We give them equity. If they don't have the money to put in, we can give them a cushion first and then deduct the profits. If the branch fails to do so, it will definitely not break through to a certain extent.

Wu Xingqun said, but at the same time stressed that the entire control is very important, the financial and human resources system must be controlled, and the branch will not run away.

In recent years, the company has achieved remarkable success in its branch development, and the key point is also in the way of employing people.

Lin Jinwen said that Li Lang gave the head of the branch sufficient growth time and strong driving force.

According to its introduction, the leader of the company has two to three years of growth, because the profit of the branch company needs a certain amount of time. During this period, the head of the company has already had enough protection to let him have no worries.

In the third year, he was linked to his performance. At that time, he gave a high performance.

According to the industry rumors, the head of the company has an annual salary of about 1000000 yuan.

In addition to completely replacing the provincial generation, it can also be linked to the provincial generation joint venture, that is, letting the branch become a joint-stock company jointly owned by the provincial and the general companies and controlled by the head office.

"But this approach is hard to succeed. The malpractice of the emperor and the supreme court sitting on the court is too obvious. The result of power sharing is often the power overhead."

A men's clothing staff said.

It is said that some brands have tried the joint venture mode, but the provinces have finally voluntarily withdrawn.

In the mainstream mode of Fujian enterprises taking provincial generation or branch as the intermediary channel, the enterprises such as the imperial card, the talented person, the tiger capital and so on have replaced the provincial agents with some regional agents in some provinces.

The roles and functions of regional agents are similar to those of provinces. They are also agents. Only the agents of regional agents are smaller. They will also develop distributors, shop by dealers and store management.

But the area of agents is smaller. They are more flexible, more dynamic and easier to control than provincial ones.

"They are more in depth and more familiar with the local culture than our provincial counterparts, and we have more direct communication with them."

Emperor card deputy general manager Lv Yi said.

However, the industry believes that the era of finding market agents by some people is now over.

Now regional agents are very demanding, because they are more directly facing the market and need to be as professional as channel retailers, making regional agents meaningful.

Beginning in 2008, Lu began to adopt regional agency system in some provinces, borrowing the region.

But when faced with the total market expansion and the lack of sufficient funds to open more stores, some enterprises began to adopt direct retail system, such as the movement of seven wolves.

The St. Wolfe camp retail system with seven wolves is independent of the original provincial and branch offices.

According to Lin Sheng, director of the saint worth system, as long as the dealers have the will and the market needs further expansion, the saint worth system can inject capital into the dealers, and the outlets are shared by the distributors and the saint worth system, and the profits are shared.

So this kind of store is both a direct store and a franchisee, but the control is controlled by the company, and the daily operation is the responsibility of the distributor. The SW system will provide "nanny" support to help distributors manage the shops, and also monitor the operation of the stores.

In this way of operation, the saint worth system has opened more than 200 stores in many provinces and cities. In Yiwu, Tangshan and other regions, a dealer has opened many stores to achieve the company's operation.

Lin Sheng said that with the help of this system, the movement of seven wolves has greatly accelerated the pace of development of the channel, and also ensured the quality of the channel.

Lin Sheng said.