The Secret Of Success Lies In Winning, Not Advertising.

It has been said that Minnan shoes and clothing enterprises are famous for their quick fame. They rely on "three axes". They are looking for masters, celebrities and CCTV, but this is only a superficial phenomenon. Can they really succeed with this "three axes"?

I think absolutely not! Before these enterprises become famous, there are also many enterprises using this "three axe". Why do they eventually become famous?

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Success factor 1: category occupancy

Li Lang commercial men's wear brand

Before 2000, Li Lang was only a regional enterprise, and its brand awareness was not high. In 2000, Li Lang officially launched the concept of "business casual men's wear". In 2002, he hired Chen Daoming to play the role of spokesperson. With the "simple and not simple" value appeal, the situation of his overall brand recognition was reversed.

And seven cards before 2003, it is only a mid-range brand in men's clothing category. Later, Qipai officially launched the strategic category in 2004, the Chinese standing collar, which attracted the attention of the market, thus promoting the overall value of the seven cards greatly improved.

The success of Li Lang and Qipai first lies in the accurate category occupancy. Li's occupation is based on style, occupying the mind of consumers with business and leisure.

The success of category occupancy has boosts its overall brand awareness and its overall strength, and more importantly, they have defined new brands in the industry. If successful, they will become the leading brand of this new category, and then rapidly upgrade their status to the first camp of the industry. Besides, enterprises can also help the overall development of the product group with the help of brand promotion. Lon Lang is relying on business casual men's wear and Qipai is the excellent performance of the two strategic categories of the Chinese standing collar, thereby greatly improving their brand value, thus stimulating the rapid development of their whole product group.

There are many brands on the market every year, but at the same time many brands disappear from the market.

A successful brand often has one characteristic: it represents a category and can be differentiated from its competitors.

Category reflects the essential needs of consumers, and the key to success in category occupancy is the insight into the nature of the industry.

Category occupancy does not mean that we must become the first. If we can not be the first, we can occupy a place in the market if we can innovate continuously.

The key to category innovation lies in constantly subdividing and digging up the potential demand of consumers, which is needed to be guided by shoes and clothing enterprises.

Success factor two: fast

In the first ten years of twenty-first Century, the clothing industry has a very important key word: Enclosure: in the past ten years, it is a major pformation period of China's clothing industry from wholesale to brand monopoly, and the enclosure movement is a group action that broke out in this pformation period. Li Lang and Qipai, in this period, have chosen the enclosure movement of the general trend without exception, and have also made the two major men's clothing brands of the mainland rise rapidly.

In the past ten years, enclosure movement is a correct choice in the extensive market operation environment. Brand enterprises that have just been pformed from wholesale mode should expand their business scale, market share and brand influence rapidly, so the rapid enclosure based on brand monopoly is a profitable mode.

Li Lang and Qipai were standing firmly in the clothing industry in the early days through the wholesale mode and resource advantages, but the severe market competition also followed. The wholesale mode was facing great challenges, profits began to decline and business became increasingly difficult. With the pformation of some shoe and clothing enterprises to the brand selling mode, Li Lang and Qipai began to think about the pformation of marketing mode, and constantly explored the management mode and management mode of the brand monopoly, thus bringing rapid development to the enterprises. In the short 3 years from 2001 to 2004, the national monopoly shops developed to nearly 1000, and the national sales network basically formed, while the seven cards also developed to about 2000 outlets in 2005.

Of course, with the change of market environment and the scarcity of terminal store resources, the cost of enclosure movement has greatly increased, and the channel development of clothing brand is once again facing pformation. But with the terminal store resources built in the past few years, Li Lang and Qipai have laid a solid market foundation.

By now, both lelan and Qipai are upgrading the enclosure movement, pforming the extensive development into lean development, and constantly improving the terminal structure. From the past pure "open shop, big shop and good shop" to "location shop, combination store and focus store", the real development of terminal stores is realized.

Success factor three: strengthening

For Li Lang and Qipai, they did not really intervene in the operation process of retail terminals before. They were basically completed by agents and franchisees. Most enterprises used to provide policy subsidies to agents and franchisees, including decoration, road appliances, promotions, personnel and so on. However, the total generation and branch offices in the country had their own practices in terms of departmental setup, staffing, customer development standards and dealer policies, which led to market operation as a whole, and the franchise chain operation system could not operate effectively, which made the management and control of Delhi and Qipai for general agent retailers basically out of control.

This situation has greatly weakened the implementation of the strategy of Li Lang and Qipai, weakened the management of the terminal stores, and brought a higher risk to the brand chain operation system of enterprises.

In order to change this, Li Lang and Qipai strengthen the management and control of the retail terminal, enhance the market management ability and terminal sales ability in the regional agency mode, and at the same time establish the company's direct operation system to balance the current single channel type, and finally form a variety of types of compound channels.

Halberd marketing, especially for the construction of direct operation system, puts forward some important suggestions: 1, small steps, fast running and prudent investment; 2, pay attention to management and grasp the conditions; 3, layout planning and strategy, starting from refining store operation mode and establishing shop training base, and gradually exporting store operation mode and strengthening regional operation, then gradually establishing direct branch company, strengthening regional direct operation, weakening regional agent, further integrating regional resources and building regional market, until finally fully controlling the retail terminal.

There is a strong ability to control, and the way to reduce financial risk is to improve the skills of investment analysis. For this reason, Li Lang and Qipai have built a strong support system in the organization, so that 5 departments at headquarters can directly serve the terminal stores from different angles, including: the marketing department is responsible for store expansion, rectification requirements, store supervision, sales analysis and ordering guidance, AD department is responsible for shop support, store management, store rectification and promotion assistance. The brand planning department is responsible for store promotion plan, store image design and terminal media effect. The sales management department is responsible for order processing, customer management, commodity analysis and information management, and the after-sales service department is responsible for consumer complaints, reception and processing. Direct operation is characterized by low operating risk and high financial risk, but the premise of low operating risk is the operation of headquarters to direct operation system.

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Success factor four: pay attention to design

Both Lang and Qipai do not belong to designer brand, but they attach great importance to product design, which is extremely rare in China's local brands.

Li Lang has long established a strategic cooperative relationship with Ji Wenbo, the ten most famous designer in China, and Qipai has been in deep cooperation with Chinese famous designer Wu Xuekai. Later, Lelang even became the first Chinese menswear brand standing on the Milan international show in Italy. Qipai also promoted the design standard of the product through the foundation established by the Chinese standing collar. During the 2008 Olympic Games, the "blue and white porcelain standing collar" flag raising hand dress was also highlighted.

In the early days, although Li and Qipai had established a certain market position on the brand, they were still weak in product design and R & D.

In order to provide the sample selection for independent research and development and OEM plants, Li Lang has made some success in product design, fabric and color design. But overall, the product's style and personality are not outstanding. Although its product development has taken into account many factors including brand positioning and production technology, the overall product has not fully reflected the core value of the brand. As a result, after the product research and development has been put into the market, little attention has been paid to the product's performance, no information collection and feedback, lack of market orientation for the research of the fashion trend, the research of the new process and new surface, and the products developed are out of touch with the market, resulting in the lack of market competitiveness for the products developed.

This is due to the fact that the existing product development process of the company only considered the key links of the fashion design and lacked the systematicness, which led to the general randomness of product research and development. For this reason, Li Lang redesigned a consumer oriented product development process. Considering that the R & D process involves the coordination and coordination of various departments, it is necessary to consider the establishment of R & D project team and work in the form of a project group.

The terminal display effect, therefore, in the research and development link, the real missing of the seven cards is the "group cargo" capability and the overall planning of the group of goods. The root of the problem lies in the fact that Qipai company regards R & D as a business activity -- developing new products instead of a group of business activities -- the process of co ordination with R & D as the core. Therefore, Qipai has established a set of brand R & D as the main line, the design of the products as the main line, and the relevant departments' full participation in R & D mode. The internal evaluation mechanism has been established, the R & D Review Committee has been set up, the whole R & D process has been co ordinating, and the capacity of the R & D design department has been upgraded. Although Qipai has already relied on the Chinese standing collar to open up the situation, the independent design of its single category has led to the lack of proper style of the brand clothing, which will directly affect consumers' cognition of the brand and products.

Through continuous efforts, the product R & D level of Li Lang and Qipai has been constantly upgraded, and the design style and systematization of the overall products are becoming more and more mature. From the market performance in recent years, we can see that the relationship between their overall product style and brand connotation is becoming more and more harmonious, and the brand sense of the products is more and more distinct, especially the performance of Li Lang is more outstanding, and it has a more fashionable and international feeling in the whole style and style.

Success factor five: organizational synergy

There are three factors that affect the success of an enterprise: strategy, operation and organization. It is not enough for an enterprise to have the right strategy and operation. If it does not build an efficient organization system, the realization of strategy is just empty talk.

To enable the whole organization to run efficiently, enterprises must pform their organizational operation mode from "relying on leadership and promoting" to "relying on process driven", simplify the links of decision-making, and rapidly improve the executive power of the whole organization.

The relationship plays a role of "referee" and "traffic police", so as to make efficient cooperation between marketing and R & D and production. At the same time, for the smooth pformation of organizational operation, Li Lang launched a huge "Kun Peng action". With about 100 days or so, the general mobilization led Li Lang to clarify key businesses, comprehensively and systematically integrate organizational functions, clarify the interactive relations and alignment standards of various departments, optimize relevant key business processes, establish standardized performance management systems, and strengthen the normative operation requirements of managers through systematic thematic discussion and training, thereby enhancing the overall strategic implementation capability of all levels of personnel, and establishing a good foundation for the strategic pformation of the sustainable development of the company. Therefore, based on the operation of the existing organization system, the men's clothing brand set up a plan management department to comprehensively coordinate the marketing, production and R & D.

According to the requirements of its development strategy, Qipai clarifying the key business of enterprises, restructuring the organization functions, and building an organizational system to promote the efficient response of the supply chain. The key points are: setting up R & D centers, unified management of the decentralized functions of the company, increasing the investment in research and development, establishing the R & D advantages of Qipai in the clothing brand building, establishing a production management center, coordinating the production organization functions of different categories of products, integrating logistics and warehousing, improving the planning, timeliness and delivery time of the production, further strengthening the construction of the marketing center, setting up a big customer department, and classifying management and service of agents, distributors and franchised stores.

Through the above reorganization measures, we intend to promote the pformation of seven cards from high centralization to decision-making centralization, system authorization and organization decentralization as soon as possible.

In addition to restructuring the organizational system, Li and Qipai have reintegrated the incentive system, whose core is to solve the distribution mechanism of the entire marketing team.

Through this measure, the KPI index system, which matches the efficient supply chain and the efficient operation of the key business processes, is linked up with the seven cards, so that the remuneration is linked to the performance appraisal, thus fully mobilizing the enthusiasm of the team.