Some Suggestions On The "New Enclosure Movement" Of Shoe Enterprises

As we all know, when any enterprise is undergoing a revolution, it can not be accomplished overnight, or even face great resistance, because change will definitely involve people's interests and habits. This is also the key to success and failure. From the traditional enclosure movement to the new enclosure movement, it is undoubtedly a breakthrough in the traditional management mode of shoe enterprises, involving all aspects of the operation of enterprises. Therefore, every enterprise must be prepared mentally for a protracted war. Once it is launched, it will never shrink back. Only by sticking to it can we ensure the ultimate success of the reform.

However, we should not worry too much. The new enclosure movement has laws to follow in the process of really importing and implementing. It is a step by step, and it can be gradual and not as difficult as we imagine. What we need to do is to enable enterprises to carry out the new enclosure movement more easily, to simplify the whole operation process, to grasp the key, and to make it easier after the first time, so that the framework can be constructed in a relatively short period of time, and then gradually improve and develop steadily.

Here are some key issues that need to be paid attention to when shoe companies introduce "new enclosure movement".

First, where should shoe enterprises enter the "new enclosure movement"?

This is also the most frequently encountered problem of halberd marketing in introducing new enclosure movement for shoe enterprises.

We should know that in the course of actual operation, enterprises have to deal with a lot of complicated things, and often deal with urgent matters of "fire fighting". Therefore, when it comes to comprehensive and systematic reform, it is often difficult to find directions and pointcuts. At the same time, enterprises are all concerned about the impact of a reform on their own performance. Generally, they hope to make great changes in enterprises in the shortest possible time through the implementation of a change. Once there is no immediate effect, it seems that this kind of reform is not effective at all, and it will easily shake.

The above two points are the mistakes we find in the implementation of change. We can understand the psychology of enterprises. In the current competitive market environment, every enterprise is eager to rapidly improve their business performance and win competitive advantage. However, this kind of psychology should not evolve into a kind of anxious attitude. All enterprises need to improve their performance, but the key is to improve short-term performance or long-term performance. If we want to improve long-term performance, we must fundamentally solve the problem. At the time, we need a certain process, of course, we can shorten this process through effective means, but we must be stable in mentality.

No matter how big and difficult a reform is, in fact, as long as we grasp the key, we can draw lessons from the outline and outline the facts, and naturally integrate the remaining links.

So, where should the shoe and clothing enterprises introduce the new enclosure movement?

Based on the long-term practice, the author suggests that the key to the new enclosure movement for shoe enterprises is to plan well. Only by starting from the planning can we effectively control the implementation of the new enclosure movement in the direction. This plan refers to the overall marketing strategic planning of the enterprises. We find that there are very few shoe enterprises with clear marketing strategic planning, basically replacing the planning with the goal, which is actually a misunderstanding, that is, the goal is equivalent to planning, in fact, many problems are related to this.

Strategic planning and objectives are essentially different. The goal is just a yardstick, and planning means how to achieve this goal. In this way, a variety of marketing key elements should be organically combined. If there is no such marketing strategy, the goal will turn into a self deceiving digital game. It will not only benefit the business, but will mislead the enterprise and delay the development of the opportunity.

To make overall marketing strategy plan, shoe enterprises should clarify their strategic development ideas, including three major parts: strategic positioning, strategic objectives and strategic approaches.

在戰略定位部分，企業重點要確定自身在各個關鍵點上的定位是什么，包括：消費群定位、需求定位、品類定位、品牌定位、價格定位、渠道定位、區域定位、模式定位、競爭定位，通過這些定位來為企業確定戰略發展的核心;其次企業需要根據戰略定位設定出未來要達成的戰略目標，這個目標是一個綜合目標，包括了企業的戰略愿景、銷售目標、利潤目標、市場份額目標、增長目標、區域目標、網點目標、品牌目標等，通過戰略目標來反映戰略未來發展的一個評價體系;第三就是戰略規劃中的關鍵內容——戰略途徑，企業需要圍繞著戰略定位和目標來規劃出如何達成目標的各種途徑組合，主要包括品類戰略、品牌戰略、渠道戰略、區域戰略、客戶戰略等內容，只有將這些戰略途徑進行系統的規劃，企業才能真正把握住新圈地運動的核心所在，也才會從根本上保障新

The success of enclosure campaign.

Question two, which key links should the shoe enterprises introduce into the "new enclosure movement"?

When we are carrying out a revolution, we will not grasp the details and eyebrows and moustache. For the shoe and clothing enterprises in the process of introducing the new enclosure movement, halberd marketing also suggests that enterprises must grasp the key to drive the effective implementation of the whole pformation.

The core ideas of the new enclosure movement are location shops, combination shops and focus stores. The key links are naturally generated from these nine words.

在“定位店”這個關鍵環節中，準確的定位就是企業必須關注的核心，要做到這點，企業就必須將消費群定位、需求定位、品類定位、品牌定位、價格定位、渠道定位、區域定位、模式定位、競爭定位這幾個關鍵戰略定位點清晰地提煉出來，這樣才能使代理商和零售商對企業要開設的到底是一種什么樣的店鋪心里有數，也才對接下來如何開設這些店鋪進行規劃;而在“組合店”這個關鍵環節中，企業需要抓住的核心就是要確定店鋪需要通過哪幾種業態形式具體表現出來，在當前的市場環境中，單一的店鋪業態已經無法適應消費需求和市場競爭的發展了，一方面，企業每一季的貨品量都非常大，但是這些貨品不可能在一家店內完全體現出來，需要通過不同業態的店鋪來進行分類組合，而另一方面，企業在市場上不可能完全按照自己的意愿來開設店鋪，位置和資金都不

The market situation is flexible and flexible to adapt to the environment through the combination of different formats stores. Therefore, enterprises must ask agents and retailers to do well in the planning and layout planning of the market and business circle, so as to build a good foundation for the effective implementation of the "combined store"; in the key link of the "focus shop", enterprises need to assist agents to establish a systematic regional market planning system. In this system, agents should establish clear ideas on the main aspects of the development and layout of the responsible regional market, expanding the key points, expanding the time and resource allocation, so as to make the layout of the enterprise network avoid the scattered situation and disadvantageous use of resources, so as to ensure that the network layout of the enterprises in the regional market can be focused on the potential and quickly build a stronger brand influence. Permission, then it can only be based on

Question three, what steps should the footwear enterprises take to introduce the new enclosure movement?

After focusing on the ideas and key points of the above two issues, the solution of this problem is not difficult. I suggest that shoe enterprises carry out the following steps when introducing new enclosure:

The first step is to formulate the overall marketing strategic plan of the enterprise, clarify the strategic positioning, strategic objectives and strategic approaches of the enterprise, and take this as the overall direction and guidance basis for the overall marketing activities of the enterprise.

The second step is to reorganize the integrated marketing organization system according to the overall marketing strategic planning of the enterprise. According to the functional allocation requirements of the strategic planning, the Department setup, post establishment, function allocation and responsibility description of the organizational system are determined.

The third step is to decompose the contents of the overall marketing strategic planning into all relevant departments and posts, and require the heads and staff of each department to work out the specific implementation plan of the department according to the strategic planning.

The fourth step is to work out a systematic plan for commodity planning, and make clear the combination structure of each season according to the overall positioning and planning.

The fifth step is to formulate a systematic regional market expansion plan, identify core regional markets and core business circles, and identify the requirements and standards for the layout of different business circles, as well as formulate relevant policies for supporting market expansion.

The sixth step is to establish an efficient three level supply chain system, and provide professional guidance to retailers and agents through commodity planning. Meanwhile, the efficiency of internal supply chain operation can be enhanced through process optimization and improvement.

The seventh step is to promote the implementation of the standardized retail mode of the terminal store, formulate the implementation plan and operation standard of the standardized selling mode, and determine the pilot area and store of the scheme, and create a model store for the standardized selling mode.

The eighth step: in accordance with the requirements of the implementation plan of the overall marketing strategy, the KPI performance appraisal system of various departments is formulated to guide and standardize the implementation standards of the strategic plan strictly followed by all departments, and to guide and train the relevant departments, and to train all departments and personnel to grasp the essentials of the strategy implementation plan through supporting training.

These are the main steps for the implementation of the new enclosure movement. There are still some more specific sub steps in the implementation of the new enclosures.