Garment Enterprises Urgently Need High Quality Brand Agents.

In recent years, with the rapid expansion of garment production capacity, more and more pressing phenomena have been plaguing the major manufacturers.

A few Ping all manufacturers are looking for a special resource, that is, the agent with super sales talent, that is, the "gold medals" agent.

At present, the competition for this kind of talent is mainly achieved through advertising investment.

The agents that should be recruited can be found everywhere, but few enterprises are satisfied.

With the pformation of market circulation system, the sales channels of apparel enterprises are constantly changing. From the traditional circulation system of clothing wholesale market, large shopping malls, small and medium-sized shops and individual clothing stores, to the emerging clothing chain stores, brand stores, flagship stores, network sales and other sales models.

At present, most of the agents engaged in sales are born out of the old sales system. Although some of them are experienced and have certain economic strength, they have old sales experience and are easy to handle by experience. They do not want to deeply understand the cultural connotation of the enterprise brand, they are uncertain about the rapidly changing market information, and can not deliver effective information to the manufacturers in time.

So many enterprises complain incessantly.

The standards of "gold medals" agents are very consistent with the standards of "gold medals" agents.

Their "gold medals" agents have several basic qualities: (1) having certain economic strength and experience in clothing sales; (two) familiarity with changes in the market environment, the ability to distinguish threats and opportunities, and the courage to make decisions; (three) understand the manufacturer's corporate culture, understand the brand's connotation, and have long-term development plans; (four) be loyal to manufacturers and agency brands; (five) be good at personnel management, mobilize the enthusiasm of employees, and strive to sell products; (six) pay attention to advertising and know how to operate; (seven) pay attention to information management, actively collect market information, and timely feedback to manufacturers.

If enterprises need such talents, they have to give them the soil to grow up. The emergence of "gold medals" agents awaits the meticulous development of garment enterprises.

Improving the employing mechanism is the key. From the current recruitment situation of garment enterprises, management talents are not as popular as sales talents with rich experience and considerable economic strength. Due to the utilitarian psychology of enterprises, they emphasize unilaterally the quality of agents in sales and related aspects, and generally emphasize practical skills, light cultural content, strength and management, and emphasize immediate interests and long-term interests.

Such agents in the start-up stage of enterprises often rely on past work experience and enthusiasm to make enterprises develop into a certain scale.

However, due to the defects and irrationality of knowledge structure and the empiricism style, such agents will inevitably weaken the front selling of enterprises and reflect the malpractice of enterprises.

This will lead to the long-term low level development of garment enterprises.

Only by breaking away from the old concept of talent can enterprises get rid of the vicious circle of talent resource allocation.

First of all, enterprises must change their concepts, and secondly, establish a management mechanism conducive to the growth of agents.

It is understandable to cultivate agents' loyalty to the brand as a business agent and instinctively pursue profit maximization.

However, at present, some agents lack the sincere cooperation mentality. They are not "dedicated" to the brand they are representing. There are often several or even ten brands in the hands of an agent.

They pay close attention to the existing influence of the brand's deduction, return and brand in the consumer's mind.

Busy with the vested interest in hand.

It is found that there is a better brand agency policy in the market, and it will soon become another way to make money.

They often put forward all kinds of requirements. Once the enterprises are unable to meet, they will be changed to "cards".

This kind of speculation distracts their attention and research efforts to the brand, which makes the enterprise culture that the enterprise is struggling to create can not be passed on to consumers, resulting in sluggish sales of products or even a large quantity of goods.

This agent can not pay attention to the response of products in the minds of consumers in time, so that consumers' suggestions and other first-hand information will be greatly reduced at the time of feedback.

The problem of rapid reaction mechanism in the market will inevitably lead to erroneous market positioning.

This will have a certain impact on the new product tracking and the next quarter product development.

Only by establishing agents' loyalty to brands can enterprises help them resist the temptation of other brands.

The key to cultivating loyal agents is to establish bright future franchise mechanism and high specification entry and exit threshold.

Let all the franchisees make a profit, gradually and not in a hurry.

In the early 90s, modern management put forward the concept of "learning organization", which has always been highly praised by modern enterprises, and many world-class enterprises have their own learning institutions.

The domestic garment industry urgently needs to establish a learning organization to pform its agent team, so as to make it familiar with the enterprise culture and loyalty to the enterprise brand.

To cultivate gold medals agents is the "gold medals" agents under the new system of core competitiveness of products, because they possess all kinds of qualities that the enterprises need, and they can move towards the specific target expected by the enterprises.

Their focus has shifted from "product sales era" to "upgrading the competitiveness of products"; pforming from the main selling terminal to the core power of terminal sales, and ultimately forming a substantial change in the supply of goods to producers.

In this sense, training high-quality agents is the core competitiveness of products.