Shoe Clothing Brand Breaks Through The Terminal Market, Where Is The Way To Ask?

Management

The remaining hope.

But in addition to supporting and killing each other, it seems that they can only sigh that "the good times are gone."

In order to seek short-term and rapid development, many brands adopt strategies such as zero inventory, high return point, rent subsidy and so on. These are just expedient measures. If there is no mature business mode of sustainable profit, terminal operation is nothing but floating clouds.

Some time ago, a famous shoe and clothing in China.

A few words have revealed the voice of many brands.

Some bloggers proposed raising brand prices through product innovation and quality improvement; others talked generalizations, suggested saving costs and improving management; others said that they could learn ZARA and improve supply chain to achieve breakthroughs; others suggested that they should change channels, realize flat channels, omit distributors, and directly run by brands.

For shoes and clothing enterprises, such as rent, material and manpower rise are all objective reasons, which are basically inevitable. The key lies in how to make breakthroughs under many difficulties, like how to cut waves in the torrent.

Around 2000, shoes and clothing enterprises saw that the pioneers had made quick progress in business through marketing, investment and opening stores, and made the shoe and clothing industry enter the era of "marketing, opening up stores and assembling management", and finally evolved into the era of "price fixing".

In the past two years, the rapid rise of cost has brought a layer of fog to the footwear industry.

Lao Liu is a franchisee of A brand in Huang Yuan county. The next door old Wang is a franchisee of W brand.

At the beginning of the year, the landlord raised the rent, and Lao Wang could not support the W brand. The two sides agreed that the W brand would pay Lao Wang 100 thousand yuan annual pfer fee in the next three years.

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At first, Lao Liu also had this idea, but a recent contact with the Z brand made him waver. The extension manager of the Z brand promised to give Lao Liu a number of market support policies. As long as Lao Liu came out of the store, the Z brand gave him the profit of 15W for one year, and if the sales of the Z brand exceeded the agreed amount, Lao Liu could also get the return of 5% of the excess amount, which let Lao Liu Bryon.

Since Lao Wang's shop next door has been controlled by W brand, the price war has been carried out every day, and the A brand business has also been affected.

W brand is a rising star in the clothing industry. In the recent two years of high rent rents, its direct operation and joint venture have taken many core shops. However, in order to cope with fierce competition, W brand relies solely on price war to promote sales and has a bad reputation in the industry.

Z brand is a new brand with a low reputation.

Unlike the W brand, it often advertises CCTV, but chooses a low-key and steady way of development, which will cost the terminal.

A brand is Lao Liu's starting brand. Lao Liu's house in the provincial capital city, the cost of his daughter's going abroad is all the proceeds from the operation of A brand. These gave him a deep affection for A brand, but the temptation of Z brand made him moved.

According to past years, Lao Liu earned 30-50W a year, but the rising rent and the price offensive of his competitors made him somewhat confident.

A brand is an excellent brand in the industry.

In those days, the A brand first established provincial brand management company, changed the spot system into futures system, and made good selling goods no longer miss the sales opportunity because it could not replenish the goods; at the same time, it first established the image of the exclusive store, opened the standard image store to the core business circle, raised the brand image and promoted the sales volume; in addition, it also established the comprehensive operation framework mechanism of the market management department, the commodity department and the retail support department, and made intensive efforts to change the style of the wholesale company.

It is these A brands that stand out in just a few years and become leading brands.

The W brand and Z brand are just the imitators of the A brand and the latecomers of price weapons. Their core competitiveness has not yet been refined, and they rely on the scale operation of small stores and the low price to grab the market. The competition itself is not sustainable.

Besides, if Lao Wang gave the store the Z brand, if the Z brand was unable to protect itself, Lao Liu would only return to the field. Lao Liu still wanted to rely on himself.

In fact, many brands in the shoe and clothing industry seek to seek short-term and rapid development. In order to seek short-term and rapid development, they adopt strategies such as zero inventory, high return point, rent subsidy and so on. These are just an expedient measure and a one-way pfusion behavior. If there is no mature and sustainable profitable business mode, what is floating clouds? Conversely, if franchisees do not have the ability to hematopoietic, they can not operate meticulous, can not effectively plan and predict the risk of commodities, nor have the retail service standards.

The breakthrough direction of shoes and clothing brand is to maintain the continuity of brand marketing, at the same time, focus on improving terminal operation ability, fine to each shop, fine to each SKU commodity, meticulous to every employee.

The strong will still need to be a good soldier. The strong brand is built on the strong foundation of the terminal. Only in this way can the brand win the battle.