Domestic Shoe Enterprises To Pform Domestic Sales: The Four Step Is The Key.

January 11th hearing in recent years, China

The first step is to clarify the strategic positioning of domestic sales.

The strategic positioning of shoe enterprises to domestic market can be divided into three categories: as an effective supplement to the existing foreign trade business, as a strategic layout for both domestic and export sales, or a new starting line with the creation of private brand.

The different expectations and prospects of export export market determine the different positioning of footwear enterprises to the domestic sales sector, and directly determine their resource allocation strength and efficiency for the domestic sales sector.

It is hard to imagine that the Dongguan shoe enterprises, which are positioning the export business in the supplementary part of export business, will be willing to pour huge resources into the domestic market.

Rome is not built in a day.

Among the many shoe companies that sell to domestic markets, they do not exclude speculators: "we hope to invest millions in building a domestic brand in a short time".

This speculative idea will lead to the wrong way of selling domestic enterprises.

For a long time, the dependence on export orders has led to the lack of courage and courage in the way of opening up the domestic market.

After all, the domestic market is like a river with unknown buoys.

Perhaps, a warm breeze in the international market will stir up the memory of the shoe enterprises on the already familiar road of export business; perhaps, a large sum of foreign trade may shatter the determination of the pformation of the shoe enterprises in the domestic market.

The second step: clear the advantages of subdivision.

Take the footwear industry in Dongguan as an example.

Having rich category structure is one of the advantages of the footwear industry in Dongguan, but there are both positive and negative aspects. The formation of the existing category structure does not depend on the R & D planning and product planning of Dongguan shoe enterprises, but is also subject to the guidance of export customers.

Similarly, the vast majority of export oriented footwear companies are good at producing category structures, most of which are decided by long-term cooperative export customers.

What kind of shoes should be used to subdivide products to operate the domestic market and form their own advantages? This depends not only on the production capacity accumulated by the long-term export processing of shoes enterprises, but also on the growth opportunities of the domestic market.

This requires footwear enterprises to seek a balance between production capacity and market opportunities, and accordingly form a domestic sales category structure.

The direct use of the structure and style of export products is not the first choice for domestic marketing pformation, and it will even lose its way.

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The third step: clear the market positioning of domestic brand.

After determining the advantages of cutting into the domestic market, it is necessary to combine the existing brand camps of the category and the demands of their own domestic market differentiation, so as to determine the market positioning of the domestic brand.

This requires shoemaking enterprises to lock the main target crowd, and based on this, clear the brand's style line and main price band interval.

Brand positioning directly determines the size of its market space and the number of competitive brands.

The higher the positioning, the higher the market level, the less the number of consumers.

For example, foreign luxury goods are destined to choose only a small number of primary markets, while many local shoe brands are entrenched in the vast number of county or township markets.

On the basis of a clear brand positioning, shoe companies need to further clarify their direct competitors.

The so-called direct competitors need to meet three criteria: similar brand style, similar retail price, and market share.

Locking direct competitors is equivalent to determining the coordinates of market competition, brand competition strategy and resource allocation.

In view of direct competitors, whether to go beyond or suppress? There are clear directions and targeted measures.

The fourth step: clear the sales channel development strategy.

In the domestic shoe market, the market development stages of different subdivision are different, and the degree of competition is quite different.

Comparatively speaking, the categories of leather shoes produced in Wenzhou and the categories of sports shoes produced in Jinjiang are now at a highly competitive stage of competition.

Sandals, leather shoes and children's shoes are still in the initial stage of brand building. The main sales channels are in the process of pformation from wholesale mode to retail mode, and the boundaries between different brand camps have not yet been fully demarcated.

As a result, this has left more room for imagination and more market opportunities for less developed domestic shoe manufacturers.