Looking At The Future Marketing Path Of China's Footwear Industry Through "Daphne"

In 1992, at that time, the most expensive Huaihai Road on the Huaihai Road, Shanghai, was the era when most of the shop toilets had no doors. Chen Yingjie, the new head of wing en International Group, was thrown away by the family after graduating from University, and served as the pioneer of the family business to expand the mainland market.

Over the past decade, Huaihailu Road, Shanghai has become the "Oriental Paris", marking the prosperity and prosperity of China's commercial and cultural areas.

In Chen's hands, the brand of Daphne (Daphne) has also developed from the unknown "ugly duckling" to the first brand of Chinese mainland women's shoes.

How does an unknown brand become the most famous brand in mainland China?

String of red pages: judging from the situation, since 1997, Daphne has opened more than 1000 direct store stores. Besides major cities, the footprints have spread throughout Inner Mongolia, Xinjiang and even Tibet.

At the present more than 1000 stores, it is equal to at least fifty Daphne shoe stores in each province.

In China, a large market with a width of about five thousand kilometers, it is not easy to establish thousands of roads.

Since the founding of the city in 1991, its production has been concentrated in the mainland, but its products have been exported in large quantities.

Up to now, there are still 70% out of 40 million pairs of shoes sold annually.

At that time, the exported shoes were produced according to the foreign patterns, and the domestic shoes also copied the styles of Japan and other countries, and did not have their own shoe design and development personnel.

Later, it was discovered that this is not acceptable. The group leaders put forward that they must have their own design and development capabilities.

In 1999, there was a crisis inside the group. Due to the problems of operational methods and the loyalty of employees, a group of top managers including the general manager, sales director and director of commodities of the domestic sales department were jumping jobs.

At that time, Daphne was in a serious decline stage. Because of its obsolete style, low price and wearing pain, it was always discounted and became a discount brand in the eyes of consumers.

Most of the employees left in the group are worried about the future of Daphne.

The group's top executives repositioned Daphne in a timely manner. First of all, it adjusted the brand design, determined the brand to take the mid-range route, and then designed a new specialty store to attract young girls.

When the first store opened on the Huaihai Road, the employees were shocked when they saw it. Daphne's store was so beautiful!

Customers are refreshing after seeing it. Is this Daphne?

At the same time, the company also eliminated the old and unqualified retail stores with a determined attitude, and it closed more than 50 in 2000.

Chen Yingjie, the new boss, divided the growth process of his enterprise since he took office. He divided into three stages: 1999 is the concussion period; from 1999 to the second half of 2000, a year and a half is a stable period, and Daphne has realized turning losses into profits; from 2000 to now is the development period, and now it has more than 1000 retail stores in the whole country.

Among them, there are 50 stores in Shanghai, and 20 counters in large shopping malls, a total of 70.

Since then, Daphne has been reborn like Phoenix Nirvana, and has won the first nationwide sales of women's shoes for four consecutive years.

Business strategy section: making brand, not making famous brand "Daphne" is the main brand of wing en International Group, which is designed, produced and sold by wing en group.

A few years ago, Daphne shoes were once an uncommon member of many high-end shoes, and their selling prices were often over hundreds of dollars.

Now, although "Daphne" also appears in the high-end shopping malls of major cities, it has changed from aristocratic price to civilian price, even if the white-collar lady who has just graduated from work can afford it.

"How can we impress consumers?

It's up to image to let them burst out in our store.

Chen Yingjie said frankly: the market share of Daphne women's shoes ranked first in several years, but the market capacity is too big. Our goal now is to create Daphne image shop and destroy the street store; we make brand, do not make famous brand!

Chen Yingjie thinks that 1996 and 1997 are the pition period of "Daphne shoes": "before we took the high-end route, the stores were placed in the big shopping malls, the prices were relatively high, but the market reaction was not very enthusiastic.

So we took the initiative to bring down the price.

Of course, it is risky to do so. If it is not well controlled, it may smash the brand.

But if we don't take the initiative, we will not sell shoes in the future, and we will eventually be forced to lower prices.

On the surface, Daphne's adjustment is just another footnote to the old saying "small profits but quick turnover". In fact, it involves not only the price changes, but also the re examination of its brand and the re division and relocation of the market.

It is this adjustment that locks Daphne's target customers into ordinary white-collar workers instead of those who are rich. The latter, though rich in income and large in hand, are limited in number, discerning eyes, and tend to prefer high-end products imported from abroad.

The price has gone down, the market position has changed, and the image of the brand will also change.

Perhaps some of Daphne's old customers can not accept this change, but Chen Yingjie is not sorry or regret: "what we do is brand, not brand name, brand is different from brand name."

Like BMW and Volkswagen, BMW is famous. It is a famous brand, and the public is famous. But is it a famous brand?

No

The location and image of the two cars are completely different. Those who drive BMW will not buy Volkswagen, but the public does not sell poorly because it is not a famous brand. The public actually sells very well.

Although Daphne's position has been lowered, it is well known that clothing is a high profit margin industry. Even the so-called "civilian price" means huge profit margins.

The only problem is how to let customers take out their wallet and prevent them from falling into the trap of "one difference, one drop, one mess".

The product is dead, the brand is alive.

In order for the brand to survive, the enterprise must inject its soul into it. If the brand is alive, it can bring live products.

What is the soul?

It is the company's constant creation of values and corporate culture.

In order to inject "Daphne" into the soul, Chen Yingjie himself designed his new LOGO, changing the old red color into fashionable silver and making it look younger and fashionable.

The selection, design and technology of shoes have also been improved to make them more popular. For women's shoes, popularity is the market.

Although Daphne has dominated the sales of women's shoes in China for the first few years, Chen Yingjie believes that in the "three stage jump" to the brand, Daphne has only completed the "two jumps": the shop that sells things has three levels: the first is called the essence shop, which is the lowest level, it only sells shoes, and nothing else; the second level is the audio-visual shop, it sells some shoes, but also sells some things that can be seen or heard, such as the movie and TV in the shop hall, the music, this is the shopping feeling, the third level is the image shop, it not only sells shoes, sells shoes, sells video, but also sells the invisible image and culture.

Now that Daphne has entered the audio-visual store level, customers will feel happier when they shop in the exclusive store.

What I am thinking now is how to raise Daphne to third levels.

Let customers like our store and take it as a part of fashion life. Even if they do not buy something, they have to take a look.

Although there are numerous clothing stores in every city, the majority of Daphne is still striving to become an audio-visual shop.

For Daphne, the last step of the "three level jump" may mean a bottleneck.

At present, Daphne has begun to mobilize the huge system of product design, marketing and advertising, and overcome it one by one.

Thinking: Shoe marketing is a long way to go. China is a big shoemaking nation, but there are few strong brands with international competitiveness.

International leather shoes brands have entered China one after another. The homogenization of products is becoming more and more serious, and sales channels are becoming more and more patterned. The market sales of major shoe brands are not very satisfactory.

Strong market competition pressure, so that enterprises do not dare to neglect the terminal sales of products, so that the popular chain stores are no longer scenery, and it is far from meeting the operational needs of the new era.

Once the chain store was once more and more popular, many large enterprises were optimistic about chain store operation and established their own sales network.

The emergence of these chains has created a sense of trust in consumers' emphasis on quality, and has become the first choice for shoes.

With the popularity of fashion shoes and casual shoes, the rationality and planning of shopping increase, consumers buy shoes with quality as the preferred principle, and the choice of brand and style is beginning to gain the upper hand.

The chain franchised business model has achieved good business results. Many manufacturers in recent years in the market operation practice, gradually appreciate the charm, followed up, adjust their marketing strategy, the implementation of chain monopoly as a primary part of the occupation of the terminal market.

This kind of business strategy has promoted the development of leather shoes industry, and also made some enterprises enhance brand awareness in a short time and quickly opened the market.

However, in the face of fierce competition, the chain store which once had scenery also showed some drawbacks.

With China's entry into WTO, some enterprises have begun to search for new sales terminals.

Now, consumers are gradually maturing, choosing products to become rational and clear, and the fragmented market is gradually emerging.

Single brand management can not satisfy consumers' choice needs.

The concept of "goods ratio three" gradually refined into a contest between brands.

The original advantages of enterprises in operation will also gradually weaken.

Take AOKANG group as an example, since the opening of footwear industry in 1998, franchised stores have opened 3000 stores in the country in just five years, and become the main marketing method of AOKANG's "multi legged walk", which makes AOKANG grow at a rate of 40% every year, with an annual output value exceeding 1 billion yuan.

With the introduction of this sales mode in the small and medium-sized enterprises throughout the country, some smaller manufacturers even made no changes to AOKANG's marketing mode.

Wang Zhentao, President of AOKANG group, believes that many manufacturers are implementing multi brand management system, carrying out "one brand and many products" and carrying out industrial extension.

No matter what marketing strategy, if we want to further improve the market share of our products and achieve the goal of marketing success, we must innovate the sales way.

Let's look at another brand, Kangnai.

In 2001, after two years of deliberation, Kangnai opened its first overseas brand store in Paris, France, and the opening of the shop was Wenzhou's overseas Chinese living in France.

Over the next two years, Kangnai has opened more than 70 brand stores and counters in more than 10 countries, including France, the United States, Italy, Spain and Belgium.

According to the survey, foreigners in Italy Rome Kangnai accounted for 80%, while overseas Chinese accounted for only 20%.

The average price of leather shoes is 60 dollars.

A journalist from a shoe industry magazine in Italy published an article saying: "China's leather shoes are beginning to occupy our market with European technology and domestic labor resources.

Our peers must be vigilant. "

Looking at the future development of China's shoe industry sales mode, the following new features will emerge: first, the single product management strategy is not in sight.

It benefits enterprises by promoting brand awareness and brand image.

But consumers want to buy a pair of suitable leather shoes to run from house to house, which does not reflect the convenience and convenience of purchase.

In northern cities, consumers have the habit of shopping in shopping malls, while in southern cities, consumers can see a whole street store.

Such a shopping habit, a single form of operation often can not meet the needs of consumers.

The terminal mode of shoe brand in Beijing market is mainly in store stores and shops. There are ten commodities crowded in the same store space, and the brands with similar pricing and image compete with each other.

According to a survey report, 83.6% of people are non planned purchases, and 91.6% of them make purchase decisions in stores.

The advantages of store stores are: 1., speed up the renewal of space image.

The competitive brand image and the fashion attribute of the product determine that the mature brand must have exclusive spatial image. Shelf production and goods area display should be different, and replace it with the one year cycle.

2. emphasize the complete product design.

A product in a complete sense should have three levels, namely, core products, peripheral products and epitaxy products. The core products are more competitive in technology content, and the outer part is mainly service, and the extension part is more of a feeling and experience.

The three layers complement each other and form a complete product concept.

Shoe brands are highly homogeneous.