Channel: New Test Of Retail Management

In October 31, 2011, Anta announced that the number of stores in 2011 will be reduced from 8200 to 7800-8000.

In fact, as early as the end of 2010, Anta plans to expand Anta stores, children's stores and sports life stores to 8200, 500 and 1000 stores in 2011.

If you add 300 more to the store,

As a matter of fact, Lining, PEAK, and so on made brand shop early, and planned to expand the number of stores to 10000 in three to four years.

However, "since the financial crisis in 2008 has shifted from the financial level to the physical level, the growth rate of sports goods has obviously declined," Yang Dayun, President of UTA fashion group, said at the end of the year.

The result of "blind expansion" is excessive burning, increasing operating costs and making them indebted.

Li Guangdou, a brand marketing strategy expert, said that the large-scale expansion of the clothing industry must maintain enough cash flow to maintain its normal speed.

"The faster the expansion, the greater the external impact of the capital, and it is very difficult to fundamentally control the risk."

Li Guangdou said that if too much money is used for expansion, then the demand will be sluggish, and it will easily suffer the worst.

In fact, after a year of rapid expansion, sports brands and clothing brands are having a bad time due to the huge shrinkage of inventory and consumer market.

In particular, shops rents rose sharply today, "rent increases, sales decline, the profit margins of enterprises have been further reduced."

A merchant who runs a department store in the Yiwu business city said that if the mall had to increase the rent by 50% on the basis of the current rent, and it would have to pay for 10 years at a time, this requirement could not be accepted by merchants.

For high inventory sports brands, the high inventory problem is the original intention of opening more stores, and it may also be the starting point for enterprises to have risks.

The key is the ability to manage retail business, rather than just open shop.

For example, after the Beijing Olympic Games, Adidas, which is also facing inventory, has been out of stock pressure for two years, and has returned to the runway.

First, adjust the dealer team, some of the dealers who lose enthusiasm gradually withdraw, and patiently help them to handle the tedious exit procedures, thus closing more than 100 stores one after another.

More importantly, we should strengthen core dealer cooperation and help them tide over difficulties.

"We will use some indicators to measure them, for example, the way they purchase goods.

At the same time, Adidas also changed the strategy of the main brand without discount, allowing some regional distributors to open discount stores to digest inventory.

In this way, "from the second half of 2010 to the present 2011, our stores can outperform our competitors in terms of sales growth."

Gao Jiali said.

Obviously, this has brought experience to Chinese rivals, and also contrasting the lag of Chinese enterprises' retail management.

For example, Li Ning Co seems to be ill prepared.

Also facing the pressure of staying trapped, in June 2010, Li Ning Co launched the bid change operation.

However, Lining had no knowledge of this highly confidential dealer and they continued to order Lining's products.

And overnight, the new standard appeared, which brought them inventory pressure, and more importantly, hurt their hearts. The result immediately was that their enthusiasm for ordering was greatly reduced, and the order volume of the 2011 quarter fell sharply.

At the same time, Lining currently has more than 8000 stores in the country, including 500 self flagship stores, and the main function is to display products, and the remaining stores are in the hands of more than 2000 distributors. These large to professional stores, small to the spouses and shops to control the distribution channel, is still Lining's main profit pmission belt.

However, some experts believe that there are many agents in it, and are also engaged in international brands such as Adidas. When they order goods, they often avoid the practice of competing products with international brands in order to distinguish brands.

Thus, in many shops, Lining can not see the latest or representative of the enterprise level products.

This is undoubtedly a huge loss for enterprises.

In fact, as early as March 29, 2010, China clothing independent brand development forum and red bean image men's clothing brand strategy summit.

Customers from all over the country finally arrived at their own time.

Half an hour later, more than 220 of them became the new franchisee of the red bean men's wear.

"This fully demonstrates that the red bean image men's clothing has been fully recognized by customers and the market through the pformation of building a chain monopoly system and upgrading the design, and has further strengthened our confidence in pformation and development."

Zhou Mingjiang, executive vice president of the red bean group, said.

"In the early days of the seven wolves entering the sportswear market, the seven wolves sports channels only seek quantity, not seeking quality, and widely looking for agents."

Said Mr. LAN, assistant president of sporting goods Co., Ltd.

But "agents have their own companies, many systems and enterprises may not be unified."

Mr. Lan said that conflicts of interest between agents and enterprises were obvious.

"In the mode of agents, ownership is pferred to the agent."

Zhou Shaoxiong said.

As a result, with the market in a firm foothold, seven wolf campaign began to channel intensive farming, and local agents together to set up branches to strengthen the channel control rights.

For example, the San Po camp retail system, which is co operated with the seven wolves, is independent of the original generation and branch companies.

But the control right is controlled by the company, the daily operation is responsible for the distributor, and the Saint - fertile system provides the "babysitter" support, while monitoring the shop operation.

"As long as the dealers have the will and the market needs further expansion, the saint worth system can inject capital into the dealer, which is owned jointly by the distributor and the saint worth system."

Lin Sheng Sheng, head of the saint worth system, said.

In fact, this is both a direct store and a franchisee.

Through this innovation, the SW system has opened more than 200 stores in many provinces and cities, and has also opened a number of distributors in Yiwu, Tangshan and other regions.

Obviously, most of ZARA terminals are direct battalions, and YOUNGOR is also taking advantage of all the shops in the shops to display the royal style, but this practice is far from being available to the general brands.

Therefore, when designing a channel mode, the brand must combine its own resources, design a good access channel, and grasp the layout rhythm.

In fact, the seven wolves on the one hand in strengthening the proportion of direct camp, on the other hand, is accelerating the pformation of the franchisee.

"I ask for another two years, all stores will be unified."

Zhou Shaoxiong said.

This is a good start.

However, when Adidas and Pathfinder costumes were sold at half price, the activities of Taobao mall in 2011 led to Internet users' mad rob.

This is an inevitability.