Domestic Footwear Industry Needs To Create Standardized And Vivid Marketing Mode.

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Many business owners can not understand: product research and development, customer development, shop development, image enhancement, ordering, advertising, promotion, training, every link has been seriously done, why is the performance of the promotion is still so slow?

Products may be R & D, but lack of reasonable product line planning; customers are developing, but not reasonable, and difficult to effectively control; shops are expanding, but not enough, and the area is not large enough to form scale effect; the image is improving, but there is no uniform standard and experiential strategy; the order will be held, but there is no efficient group goods; advertising is on the market, but the intensity is not enough, the creativity is identical, the distribution is fragmented, and no sound can be heard; sales promotion is developing, but the way is single, apart from discounts or discounts, it falls into the mire of "no promotion, no sales"; training is in progress, but perhaps it is just empty theoretical propaganda, which can not be converted to the promotion of actual sales volume.

Where does the problem come from? As we all know, the key to the operation of shoes and clothing enterprises is the careful construction of the terminal shops.

If all kinds of efforts of enterprises can't finally land on the terminal shop, the performance improvement will be impossible, and the input and output will be low.

Perhaps many bosses feel wronged: "we also promoted the image of the terminal."

Here is a point to clarify: the promotion of terminal image is not the whole operation of terminal stores. Some bosses said, "we have trained terminal personnel."

It is also necessary to clarify that terminal operation training and terminal actual operation are two different things.

Many enterprises are in the bottleneck of development. One of the important reasons is that they fail to grasp the key to improving their performance.

So, what is the key? It's terminal store.

No matter what kind of operation strategy the enterprise implements, if we fail to grasp the final link with the consumer, then all efforts will be lost.

In recent years, China's shoe and garment enterprises have made remarkable achievements, especially in sports brands, men's wear, casual wear and footwear industry. Many well-known brands have sprung up, and industrial clusters have also been formed.

However, we have found a surprising conclusion that although these well-known brands have set us a successful example, these successful experiences have limited guiding significance for latecomers.

1., to win by opening stores: at the beginning, many enterprises and brands were still immersed in the wholesale market through agents, or when they entered shopping malls. Some enterprising and courageous enterprises started the "enclosure movement" in the national market, vigorously opened their own stores, and formed an expansion mode of "opening more stores, opening large stores and opening up good stores", thus rapidly establishing the channel advantage and brand influence.

2. win by communication: in the implementation of the "enclosure movement", relying on the "star endorsement + CCTV advertising" mode, many shoe and clothing enterprises set off a vigorous brand building campaign in the whole country, and at the same time, accelerated the opening speed of the franchised stores.

3. rely on products to win: these enterprises rely on opening stores and disseminate rapidly to occupy the market heights. Then, through the well-known designers and design institutes at home and abroad, they constantly innovate in product research and development, so as to match the increasing number of franchised stores and mass advertising, and strive to make product quality conform to the concept and image after brand building.

Today, if shoes and clothing enterprises try to achieve success by virtue of the above experience, they are just like a dreamer! As far as the "open shop" is concerned, the cost of starting a shop today is not the same as that of that year. As far as communication is concerned, not only the cost is rising, but also the media is diversified and fragmented, and the traditional cost mode of the delivery mode has been greatly reduced.

In the current market environment, enterprises are faced with the following problems: difficulty in opening stores, difficulties in protecting stores, serious homogenization of products, difficulty in digesting large quantities of inventories, and consumers' "aesthetic fatigue" on celebrity endorsements. If enterprises do not put limited resources in terminal shops, the result may be: more shops, more closed doors, more orders, and more stocks.

In short, the past successful experience is no longer applicable in the present and future. Only by jumping out of the previous mode of thinking can we create our own blue ocean.

Some shoes and clothing enterprises wishful thinking: as long as "good products + good communication" can take advantage.

This is a big misunderstanding! Why do you think shoes and clothing enterprises set up exclusive stores? If enterprises can win by products and propaganda alone, can they be sold directly through department stores, or directly develop e-commerce or direct marketing? What is the meaning of terminal stores?

The significance of a franchised store is that it can bring customers a good consumption experience, including the experience of goods, the experience of images, the experience of space, the experience of display, the experience of service and the experience of price, and the sum of these experiences constitutes the comprehensive competitiveness of a shop and a brand.

At present, the homogenization of domestic shoes and clothing industry is more serious.

Even in a commercial street, there are quite a few stores of the same kind, and consumers go to a shop to buy products, not only to see their products, but also more importantly: this shop's decoration, display of goods and salesmen services give him a good shopping experience.

These factors enable consumers to gradually build up their overall recognition of the brand.

Thus, through the comprehensive experience of the terminal stores, consumers can see the tremendous power of experience from producing actual consumption to producing loyalty.

Because of this, we can say: a store that can not produce a good consumption experience is doomed to fail.

Shoes and clothing enterprises must be deeply aware that running a store is actually running a brand.

We can not imagine that a shop with a lack of good experience can build a good brand image in the eyes of consumers.

Shoes and clothing enterprises must upgrade the terminal store business from business to brand management. The essence of the so-called brand is the consumption experience.

Therefore, the operation of brand and terminal stores are in the same origin in connotation.

Recently, Lining completed a strategic bid change campaign, talking about the original intention behind this change. The company CEO Zhang Zhiyong said: "the driving force of market growth has changed.

In the past, the brand driving force was distributing, and the Chinese market was very large.

Now the store is almost open, and the focus of market competition has shifted to product innovation and brand innovation.

Zhang Zhiyong also said: "the premise of product and brand innovation is brand positioning. Brand positioning for consumers is embodied in the tonal nature of the brand, the characteristics of the product, the brand slogan and LOGO."

After changing the standard, the brand new experience created by this product innovation and brand innovation will eventually be reflected through 6854 terminal stores throughout the country by Lining.

In order to ensure the success of the bid replacement strategy, the new image of "90's" Lining was reshaped.

At present, its "sixth generation shop" has begun to test, with rings, doorknobs, stadium floor decorations, Chinese red and other design elements sparkled.

Lining takes the brand new position as the traction, unifies the brand localization, the brand image, the brand connotation, the terminal image, has sold a new step on the brand road.

This is the innovation of Chinese local brands towards the retail empire.

At present, some leading sports and men's wear brands begin to pform the expansion mode of regional market, replace the original agent mode with the direct battalion branch mode, with a view to changing the situation that the regional market development is not thorough enough, the layout of the outlets is not comprehensive enough, and the operation efficiency of the shops is not high.

Some enterprises believe that as long as the mechanism of direct sub branches is adopted, the unfavorable situation of regional market expansion can be rapidly changed. Is this really the case?

Direct battalion branch really helps to increase the speed and volume of opening stores. This is because, in the face of rising rents, many agents do not want to go too far to get shops, which is contrary to the goal of enterprise expansion.

As a result, some enterprises with strong capital or successful financing through the listing simply return the agents' area to their own, and adopt the mode of direct branch to speed up the opening of stores.

After adopting the direct battalion branch mode, the enterprise can completely open the shop and store the original discount to the agent, or even use the loss to exchange for the possession of the market. Anyway, it has to provide a lot of credit support to the agent, but now it can be pformed into the self input to the market.

But what we need to think about is whether the direct branch can improve the store operation. Our view is not necessarily! The reason is: if the enterprise fails to set up a mature shop operation mode, the system will not be able to play its full role.

It is not important for enterprises to adopt direct branch companies. Whether there is a mature shop operation mode is the core. If an enterprise can create an effective store operation mode, even if it does not adopt the direct battalion model, it can succeed by following the traditional agent mode; otherwise, even with the direct branch company's mechanism, it will also cause huge operating pressure due to the low operating efficiency of the store.

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For enterprises with immature marketing mode, the direct sub branch mechanism is more challenging for enterprises. This is because the management and control of direct branch companies is much more difficult. Headquarters must be equipped with enough manpower to control and control them from organization and management, which adds operating costs to a certain extent.

In addition, the problem that a direct company mode has to face is how to prevent the internal staff from generating centrifugal force or even to earn gray income. Besides, store operation emphasizes the details and requires standardized management.

Under the agent mechanism, shops are usually controlled by themselves. In the direct sub branch mechanism, enterprises must bear this management function. But in fact, the management of this part is very difficult, which often brings a lot of trouble to enterprises, so enterprises need to attach great importance to it.

In order to enhance the performance of single stores, many shoe and clothing enterprises aim at improving their business skills by training the terminal operators.

But can training really enhance terminal single store performance?

In fact, after training, the profitability of many shops has not been significantly improved.

Why training is useless? First of all, the current popular training mode is generally to hire trainers inside or outside, to carry out centralized training or regional roving training. Generally, each training time is 1~2 days. Such training, most enterprises have 2~3 training times, and a few strong enterprises may be 7~8 times.

In such a short period of time, how many people can really learn the way of management? Secondly, the contents of training are lack of pertinence.

Many of the courses that are popular nowadays are good, but they are not practical enough.

Again, how many enterprises evaluate the training effect or require shops to execute on the floor? Therefore, the money spent on training is basically unfair.

The training that can really play a role is a training aiming at the problems existing in the enterprise, which can be implemented and evaluated on the ground.

Some people will say that in fact, upgrading the performance of terminal single store is not complicated. The key is to rely on "people", that is, the introduction or cultivation of high-quality staff.

People oriented is certainly right.

But what kind of people should we rely on to enhance the profitability of a single store? Is it high quality or general quality? How to improve the quality of employees? These are the practical problems that enterprises have to consider.

We believe that the performance improvement of the terminal stores depends on people, but not by the high quality people, but by the general quality people, because the talent structure of the society is Pyramid type, and the high-quality talents are after all a minority.

The essence of management is to make ordinary people do extraordinary things.

If the goal of an enterprise depends on high-quality people, it can only show that the operation system and system of the enterprise are not mature.

Therefore, to enhance the profitability of a single store, of course, it depends on the staff, but it needs a more systematic and perfect terminal store operation mode, which should be mastered by ordinary quality salesmen through simple training.

In this way, we can enhance the performance of terminal single store in the shortest time.

First there are modes and processes, followed by employees who perform the above patterns and processes.

This is the core that enterprises should focus on.

Looking at ZARA, H&M, UNIQLO, GAP and other international fashion brands, these enterprises, without exception, have a unique business model and operation means.

On the other hand, the shoe and garment industry in China: the operation mode of most brands is seriously homogenized.

More fatal is that many stores sell their products in "textbook" style, and some are even seriously divorced from reality.

In the terminal store, we can see such a scene: the salesperson is standing foolishly, with a hard smile on his face and a stiff squeeze of "welcome to come" and "thank you for coming".

Such a way is hard for consumers to feel respect from their hearts, let alone a good shopping experience.

Over time, the profitability of single stores can not be improved, and the growth of performance will be impossible.

The shop should not only be unique and vivid in its image, but more importantly, everything should start from the consumer experience, so as to form a unique selling mode that can highlight the brand style and interact with consumption in a vivid and infectious way.

In 1990s, Hongkong's GIORDANO, JEANSWEST, BALENO and other leisure brands began to enter the mainland market. They adopted the "clapping" active sales mode which is completely different from the original counter type passive sale, while at the entrance of the shop supplemented with floats for stacking goods, creating a rich and cheap feeling for consumers, which greatly stimulated the consumer's buying boom.

We think that the local shoe and clothing brand stores must build up a vivid selling mode to discard the current rigid dogmatic selling.

Almost all the people in the industry know that the key to terminal store sales is to increase the entry rate, turnover rate and customer unit price. But we always find it difficult to see shops doing well in these areas.

The problem is that shopkeepers tend to pay close attention to the empty targets and ignore the essence of store operation. That is, what is the meaning of your brand? What exactly is your store positioning? What kind of experience do you really want to bring to consumers?

Therefore, if the local shoes and clothing brands want to realize the lively sale of the terminal stores, first of all, we should clear the location of the shops, and then extract the vivid selling mode that matches the positioning.

After determining the location of the terminal stores and the vivid selling mode, the key to the implementation is to pform the vivid selling mode into a standardized operation system that can be widely replicated and popularized so as to realize the rapid expansion of the franchised stores.

Just like any McDonald's or KFC store in the country, we can experience the same services. This standardized McDonald's mode is the secret to ensure its large-scale expansion.

Combined with the status quo, local shoe and clothing enterprises can first grasp the key factors, and then gradually refined, but not at the beginning.

Shoes and clothing enterprises can focus on the 3 aspects of the entry rate, turnover rate and turnover rate, such as realizing the standardization of displaying and attracting customers into stores, the standardization of experiential matching sales, and the standardization of cross selling for loyal customers.

With these key points in mind, there will be no major problems in the standardization of enterprises.

At the same time, it also avoids the excessive dispersion of resources and reduces the difficulty of the work of shop operators.

In order to achieve the above goals, it is very necessary for enterprises to carry out targeted training.

Training at this time is different from traditional dogmatic training, but training based on the implementation and implementation of standardized shop selling mode.

The purpose is very clear, so that shop operators understand and master standardized procedures and actions, and then implement them faithfully, so that consumers can experience the same standardized services at every terminal shop and get a good shopping experience.

Take UNIQLO as an example, its terminal stores are uniform in size, store design, shelf, product configuration, display mode and operation mode.

According to the overall plan, the headquarters of the company distribute goods to all terminal stores. The level of automation and informatization is quite high, and the operation cost of shops is reduced to the lowest level. This is the way to success of international fashion brands.

Then, how can we ensure the efficient implementation of the lively selling mode and standardized operation system? This depends on the background support system.

This includes organizational system and information system.

A perfect marketing organization system can accurately locate the core functions of enterprises and build the whole department and position system through refining the key business links, thus forming a good management platform and promoting the effective implementation of the overall strategy.

Only the organizational system is not enough. In order for the whole organization to run efficiently, the shoe and clothing enterprises must pform their organizational operation mode from "relying on leadership and promoting" to "promoting by process", simplifying the work links and improving the executive power of all departments.

In addition, shoes and clothing enterprises must also solve the distribution mechanism of the entire marketing team.

It should consist of the basic salary system and the performance appraisal system. The former mainly reflects the contribution value of different posts to the whole organization, and the latter reflects the rewards that each person has achieved after making contributions to the strategic goals of the enterprise.

Nowadays, many shoe and clothing enterprises lack standardized operation system. Managers often make assumptions based on subjective impression, which makes it easy to create an unfair, open and unfair situation in the team, thus seriously restricting the enthusiasm of the team.

How to make a group of people work according to the same norms and standards, and finally achieve similar results.

This is a problem that enterprises must solve.

The key is to establish a standardized marketing management system, establish a clear standard and standard process for the entire marketing team, guide and standardize the marketing team's habits and habits, and eventually become the core competitiveness of HUAWEI's enterprise culture.

We have reason to believe that by implementing standardization and experiential marketing mode, shoes and clothing enterprises will greatly accelerate the pace of development and growth.