Home >

The Power Brand Channel Of &Nbsp Is Adjusted, And The "Outfit" Starts Again.

2011/9/30 15:02:00 25

Consumer Goods Are Easier To Handle Than Franchised Stores.

In the past two years, many

consumer goods

The company is speeding up the adjustment of the channel to tighten up the franchise system and intensify the construction of the terminal.

Just for the men's clothing industry, for example, the seven wolves added 51 new outlets in the first half of this year, and channel integration continued to pform from wholesale to retail; while the sales revenue of nine Mu Wang accounted for 40% of the total sales revenue; YOUNGOR also began to shrink the number of franchise terminals from last year, while the direct store accounted for 78% of its sales channels.

In the theme, the "power driven company" has also refined the original investment department into a sales center, a retail operation center and a channel center.

Franchised store

The management work is more efficient.

Consumer brands want to directly control the terminal, no doubt want to get market information faster and speed up the decision-making process, but often need to further organize and rebuild the organizational structure, so that the strategic blueprint can be turned into executive power.

A month ago, more than 3000 dealers gathered in Xiamen to take part in the new product conference of 2012.

During the period, some new distributors came to know that the garment company, which has been in Jinjiang for 31 years, has already moved its headquarters to Shanghai.

The relocation of the headquarters is due to the deep sense of crisis of the family business.

If it is extensive growth, then the organizational structure and talent reserve can adapt to the continuous expansion of the company.

As a result, a new change came soon after a firm foothold in Shanghai.

Ren Guoqiang and his team took part in the restructuring project of the company.

The executive director of the Roland Begg management consulting firm gave the men's clothing business a diagnosis.

Therefore, since last year, the company has divided the original scattered and extensive departments into more than ten centers, such as brand centers, production centers, sales centers, etc., and several sub divisions have been set up in each center.

On the basis of the new framework, the power regulator has adjusted the authorization system and workflow of the organization, hoping to pform from the extensive management mode to an efficient and meticulous operation system.

However, the process of refactoring

To know is easy, but to do is difficult

。

It involves not only the balance between family control and systematic operation, but also the question of how "paratroopers" and "elders" coexist in the company.

After all, the pition and reshaping of managerial power is full of "pain". How to smoothly realize the difficulty of power pfer without hindering the growth of the company is still in the process of exploration.