Shoe Enterprises Quickly Dispatch By Means Of E-Commerce Channels

At present, from

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Equal upstream

The stock pressure is gradually shifting to the channel, the electricity supplier bears the brunt: a brand has hundreds of thousands of stocks, and the turnover time exceeds 90 days.

On the other hand, the upstream shoe enterprises are constantly lowering prices for clear inventories, and the longer the channel inventory, the more floating losses.

Footwear electric providers are forced into an embarrassment: they want to raise the unit price and gross profit of the customers, and they will not allow the inventory and continuously declining supply prices; they will quickly deliver goods and make cheap "porters" for the channel.

Counting the stock backlog situation of shoe enterprises, we may refer to a set of data: PEAK 2011 Annual report revealed that it has 5~6 months inventory to digest, PEAK CEO Xu Zhihua admitted, "this year is a clear inventory year"; Anta's 2011 Annual report revealed that as of December 31, 2011, Anta inventory amounted to 618 million yuan, an increase of 36.1% over the same period; the 361 quarter inventory reached 451 million yuan, an increase of 81.8% over the same period; the average inventory turnover period of 6 months increased to 45 days from 19 days last year; and the stock of brand and inventory turnover cycle such as Lining and XTEP also increased.

For a more intuitive saying: if the shoe enterprise inventory problem is solved, "net profit can be increased by 8 to 10 percentage points".

Traditional shoe companies ease inventory pressure in various ways: Lining sets up 340 discount shops and factory stores, clears inventory, reclaims 300 million yuan to buy dealers' "unsold products", and PEAK, Anta and other brands accelerate their clearance by lowering shipments to dealers.

For shoe companies, production efficiency is increasing, supply chains are becoming stronger and stronger, but traditional channels and demand have not kept up. This is the main reason for high inventory prices, and emerging e-commerce channels have become a good breakthrough in solving inventory problems.

As a result, the shoe enterprises have brought great pressure to the electric business at the same time.

"We are kidnapped by the upstream brand," a shoe B2C industry has poured into the bitter water: the main theme of this year's electricity industry is to stop burning money, raise net profit and survive first, and because the footwear industry chain is high because of high inventory, brand dealers continue to reduce prices to clear up, and the channel providers must quickly deliver goods and take a small profit route.

If the goods are overloaded, the retail price may be lower than the purchase price.

In fact, the subtext of the shoe manufacturers' continuous reduction of product prices to dealers (including electric providers) is to require fast delivery of channels, and the logic behind it is also very clear: many times, prices have been cut down on many channels at the same time. If a single channel does not cut prices, the volume of shipments is bound to be affected, and only small profits can be quickly shipped.

If there is a serious backlog of goods and the price of the product is lowered again, the channel business will become a deficit.

In order to reduce the risk of inventory pfer, for example, the shoe B2C and other footwear shoes also found some shortcuts, directly providing order docking, placing orders on the shoes, distributing by the company, and making the water flow divided. This can greatly reduce the inventory risk of the electricity supplier enterprises, and the pricing power is in the hands of the brand operators, so as to solve a series of inventory follow-up problems.