AOKANG Is On The Road Of "Efficiency First".

According to the latest statistics and monitoring results of industrial key industries in 2006, AOKANG Group Co., Ltd. ranked 2007 among the top ten enterprises in leather shoes manufacturing industry in China.

This is the first place in which AOKANG has ranked the best in efficiency for three consecutive years since 2004.

How did AOKANG maintain a good momentum of development for three consecutive years in a highly competitive market and become the first in the leather shoes manufacturing industry?

Excellent quality is the basic quality of efficiency and the life of enterprises. From the early stage of running factories, AOKANG regards the principle of "quality factory building and brand development" as the lifeline, integrating the concept of "integrity management" into the blood of every employee and becoming the common value of employees.

AOKANG knows that if we want to improve the competitiveness of products, if we want to achieve good results, we must improve the quality of products and form a real product advantage.

In order to improve the quality of products, the company mainly starts from the aspects of hardware and software construction, quality management, improving the process and strengthening after-sales service.

In terms of hardware construction, the company put in about 30000000 yuan in 1999 and imported 6 world-class production lines from Italy. In 2000, it invested about 2000000 yuan to introduce an advanced testing equipment from Taiwan, which changed the traditional visual inspection and spoke with data, thus ensuring the quality of products.

In the 19 years since its establishment, the company has introduced more than 30 first-class production lines from Taiwan and Italy, and has greatly strengthened the hardware construction.

In terms of software development, enterprises have invested heavily in hiring technical personnel, and set up R & D centers in Milan, Wenzhou, Guangzhou and Italy.

Develop new shoes for market trends.

In terms of quality management, the company set up a network to control the quality of the whole process, and comprehensively implement the ISO9001 quality management system, so that the quality management of the enterprise can be pformed into a scientific total quality management.

We must strictly implement the "one vote veto system of quality", and issue the bonus for the employees, workshop and relevant responsible persons who have quality problems, and cancel the qualification of their annual "quality pacesetter".

At the same time, we must establish a strong incentive mechanism to carry out the "excellent red flag" competition, and get all material rewards or group bonuses to all employees on the "good quality red flag" line.

The quality starts from the source and keeps the feed closed. We choose to make a comprehensive assessment in the same industry as a well-known and stable manufacturer in the whole country, and enter the list of qualified suppliers of AOKANG group after being qualified.

The purchase of a company is one of them.

The quality of raw materials has been greatly stabilized.

At the same time, the process is closed. The company adopts a set of highly effective and full process quality management methods. In the production process, every operator in dozens of processes is the "quality inspector" of the previous process, and the whole staff participates in the quality management to ensure the quality of the product.

And establish quality supervision system in all branches, check and correct, check strictly, and be responsible for the quality of products.

In respect of after-sales service.

The company has set up a quality complaint telephone and implemented a special person responsibility system. It accepts and explains all kinds of problems raised by consumers, making it convenient for consumers as much as possible.

Even if customers purchase AOKANG shoes in different places, they will be able to solve the quality problems in the local AOKANG stores. Even if they have exceeded the "three pack" period, they will continue to follow the service and always make consumer satisfaction their duty.

In 2001, when AOKANG was working with customers in Hongkong, more than 180 pairs of shoes were labeled unqualified, and the shoes product itself did not have any quality problems. According to the general idea, it did not matter much if they were sold out.

But Wang Zhentao, the president of the company, picked up the scissors and cut off the leather shoes. He said, "this small logo also represents a quality and image. If we let go this time, we will commit another crime next time, then we will have no guarantee of quality."

Because of the excellent quality and good service of AOKANG shoes, AOKANG has successively won the key enterprises in Zhejiang Province, the "five batch" enterprises in Zhejiang Province, the Zhejiang provincial and municipal levels of contracts and trustworthy units, the top ten industries in China, the national top 100 private enterprises, the national inspection free products and other honors.

"AOKANG" brand shoes have been awarded the famous brand of Zhejiang province and the famous brand products of Zhejiang Province, and have won the title of famous brand products in China.

It is these honors that provide good protection for AOKANG's effectiveness. AOKANG's shoes are exported to more than 30 countries and regions around the world.

Characteristic marketing is the source of efficiency. With the gradual maturity of China's leather shoes market, product homogenization is becoming more and more serious, and competition is fierce.

For AOKANG, the fastest way, the least capital and the most secure way to occupy the market quickly is the best way to get the best results.

AOKANG is leading the Chinese leather shoes industry with its excellent marketing efficiency.

The first is to build a three-dimensional network and implement terminal suppression.

Since 1997, AOKANG has set up its own branch offices in all provinces of the country, which are directly managed by the headquarters.

In January 1998, the first chain store of AOKANG was opened in Yongjia County of Wenzhou. After that, the number of chain stores exceeded 3000 at the end of 2006.

These chain stores appear in front of the vast numbers of consumers in all provinces and municipalities in the country, so that consumers who buy competitive brands can pform their brands so as to effectively curb their competitors.

Especially in the development of self run shops and agency stores, AOKANG has been well controlled and keeps its healthy proportion.

Self shop focuses on the representativeness of the AOKANG image, doing well in the aspects of the image, location and size of the store, so that the agent has a learning example to ensure the implementation of the strategy of "opening one, succeeds, consolidating one, driving one" in AOKANG monopoly.

Thus ensuring the universality of the source of benefits.

Second is clever planning.

Promotion is the double-edged sword of marketing. WAL-MART's "parity" strategy has become its core competitiveness.

Over the past few years, AOKANG has launched one or two large-scale promotional activities. Now, even if AOKANG is calm, people in the industry will assume that there must be a storm behind AOKANG's "sunny days".

In 1999, AOKANG lit more than 2000 pairs of fake AOKANG leather shoes collected in all parts of the country and ignited the name fire of Wenzhou leather shoes in the village of Hangzhou, which caused a great sensation in the footwear industry of China. At that time, the economic daily wrote that 12 years ago, a fire burned Wenzhou people's fake products, 12 years later, the fire broke out, Wenzhou people burned fake products, and AOKANG's popularity was greatly improved.

In 2000, "May Day", AOKANG launched a large-scale promotional activity in Zhejiang Province, which doubled the cost of money. It caused a frenzy of buying AOKANG leather shoes in Zhejiang province. In a short span of three days, AOKANG's sales in Zhejiang amounted to about 10000000 yuan.

Even some media said, less than Beijing do not know the official small, less than Guangdong do not know less money, less than AOKANG chain stores do not know AOKANG shoes sell well.

In 2007, on the leather exhibition in Shanghai, AOKANG launched a shoe measuring machine based on high technology. It made free AOKANG shoes for more than 800 feet in Shanghai, making AOKANG's popularity and reputation rise again in a short time.

At the same time, we will quickly copy the successful profit model and quickly occupy the market in the short term.

Some strong brands, whose marketing model was established at the end of the last century, aimed at occupying large and medium-sized shopping malls, and wanted to quickly switch to chain stores. However, due to the lack of a ready mode, the risks were great. Moreover, if abandoning the major shopping malls, it would be a pity for AOKANG to create opportunities.

First, AOKANG began to explore chain stores in 1997.

In the past few years, AOKANG has been fumbling along with its operation.

Now, AOKANG has set up a complete set of operation system in the operation of chain monopoly, such as the five elements of agent selection, the hundred percent mark system of franchised stores, the responsibility system of store manager, the training system of purchasing agents, the information flow, the financial flow and effective control of logistics.

When some experience is gained, it is copied to the next chain store as fast as possible. This effective profit expansion mode has played a crucial role in AOKANG's profit and development.

Again, strong terminal control.

Effective control of the terminal market has always been a headache for the shoe industry in China.

Many shoe enterprises have good marketing ideas, but once they reach the terminal market, they are completely distorted, and finally fail to achieve their original purpose. Some of them are also controlled by some agents who control the terminal market.

In order to effectively control the terminal market, AOKANG changed the marketing mode of market share by setting up a general agent in the past, and directly supplied and managed the terminal market by setting up more than 30 provincial branches in the whole country, thus establishing a strong vertical marketing system controlled by the manufacturer.

Although this has increased the cost of marketing, it has been able to control channels and control resources more effectively, making AOKANG steady development over the past few years.

In addition, in order to reduce operational risks, AOKANG also established a secure receivables system around the terminal market. The more than 30 branches of the country were unified and vertically managed by the headquarters, and the system of pre payment and delivery was implemented for the agents, which ensured the withdrawal of cash and capital turnover.

Finally, the rapid response of information and effective logistics distribution.

Modern marketing, to a certain extent, is the marketing of market information, which constantly adjusts its marketing strategies and strategies through the sensitive response to market information.

Now, AOKANG, through the ERP system established throughout the country, continuously feedback the sales and market information of a single branch and a single store to the head office every day, and timely analyze and process the information by the relevant departments of the head office, so as to form a decision and pmit it to the marketing fronts in the form of "express", "internal fax" and "e-mail".

Taking inventory as an example, most of the manufacturers are now exhausted by inventory and often profit only in a year.

AOKANG has been well controlled at this point. It relies on its directly managed network system to provide fast feedback to information. On the one hand, a logistics distribution system has been established throughout the country to ensure smooth logistics. On the other hand, the processing of local goods in the South and the north can be achieved in a very short time.

It is precisely this one after another that has made AOKANG's Chinese footwear industry a top priority.

In the face of the changeable market, AOKANG group is leading the Chinese shoe manufacturing industry to greater glory with its own unique advantages. I believe that China will not only be a big shoe producing country, but also a big brand of footwear industry.