Shoe Enterprises Retail Terminal Operation: Let "Brand" Landing

Relatively speaking, China's

If the terminal stores of shoe enterprises are always in such a fragmented operation, no matter how good their brand positioning and communication is, consumers will never feel good real experience at the terminal.

Therefore, shoe companies must be aware that the significance of retail terminals lies in giving customers a good consumption experience, including goods experience, image experience, space experience, display experience, service experience, price experience and so on, and these experiences constitute a comprehensive competitiveness of a store and a brand.

Just because of this, we can say: a store that can not produce a good consumption experience will be doomed to fail. Shoes and clothing enterprises must profoundly realize that running a store is actually running a brand. We can not imagine what kind of quality brand experience a franchised store can build up in the minds of consumers in the absence of a good experience. The shoe enterprises must upgrade the terminal store business from business to brand management. In fact, the so-called brand is actually the consumption experience, and the operation brand and the terminal shop are in the same origin in connotation.

In order to change this point, the author suggests that some shoe and clothing enterprises should strengthen the management and control of the retail terminal, enhance the market management ability and the 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.

The author puts forward several suggestions for the construction of direct operation system: 1, small steps, fast running and prudent investment; 2, pay attention to management and grasp the conditions; 3.

Starting from refining the store operation mode and setting up a training base for stores, we gradually export the store operation mode and strengthen the regional operation, then gradually establish direct battalion branches, strengthen regional direct battalions, further integrate regional resources and build regional markets, until the final zero control terminal is finally fully controlled.

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, I help some enterprises to build 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; brand planning department is responsible for store promotion plan, store image design and terminal media effect; sales management department is responsible for order processing, customer management, commodity analysis and information management; and after-sales service department is responsible for complaints and reception of consumers. 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.

The strengthening of the operation and control of retail terminals is of great significance to the development of shoe enterprises. Enterprises should not only focus on network construction, but also pay attention to the health of the network. If we open a house or open ten or five houses, such operation will bring great harm to the market and brand. In the past, enterprises could win by selling stores and win by communication, but for today's shoe enterprises, the same way is difficult to replicate. The past enterprises rely on more shops and a large number of pmission, and the only thing they do not rely on is store operation. But for today's enterprises, I am afraid the key to success can only be concentrated on the operation of stores.

In the current market environment, enterprises are faced with the following problems: difficulty in opening stores, difficulties in protecting stores, serious homogenization of products, difficult digestion of large quantities of inventories, and obvious "fatigue" to consumers' endorsements. If we do not put energy into the operation of terminal stores, the result may be: the more shops are opened, the more stores will be closed. The more orders, the more inventory, and so on, where will the advantages of enterprises be manifested and how can they be successful?

In fact, the successful brands have been constantly strengthening the operation capabilities of terminal stores. They will show more abundant product mix, more accurate location of shops, more vivid shops selling and more standard chain operation. Is this not a great threat to many backward enterprises? Those successful experiences in the past will no longer be useful in the future. Only by jumping out of the previous mode of thinking can the latecomers be able to create their own blue ocean.