Crack The Market Predicament, Wenzhou Shoe Enterprises Need To Follow Four Strategies.

In recent years, Wenzhou shoe enterprises have developed rapidly. Kangnai, red dragonfly, spider king and Jie Hao have become the pronoun of men's shoes brand. AOKANG has successfully landed in the A share market and become the first footwear stock in the A share market. However, there are still a large number of enterprises in the state of "low, small, scattered and weak". The products are low-end, scattered in layout and weak in anti risk ability. At the same time, relying on labor costs and policy advantages, Sichuan, Hunan, Henan, Hebei and other places in the leather industry rapidly rising, with low price strategy hit the market fiercely, a large number of crowding. Wenzhou shoes The original market share.

After the financial tsunami in 2008, along with the sharp decline in foreign trade exports, a large number of Wenzhou shoe enterprises turned around to do domestic sales, which intensified the incandescence of competition among Wenzhou footwear enterprises. Coupled with the excessive reliance on relatives and friends in the management of shoe enterprises in Wenzhou, it is difficult to eliminate the chronic diseases of the family system; the bank credit is tight, the private usury is far beyond the industry standard, the financing ability of the enterprise is limited, the lack of the electricity supplier team, and the challenge of the electricity supplier operation. Wenzhou shoe enterprises' "past scenery" is no longer an unprecedented "labor pains" swept through.

Wenzhou Medium and small shoe enterprises How can we get out of the predicament and open up a new future? strategy And solutions for your reference:

First, restructuring mergers and acquisitions to improve production capacity.

Small and medium-sized shoe enterprises in Wenzhou can reorganize their internal production activities and management organizations through business restructuring, asset restructuring, debt restructuring, equity restructuring, personnel reorganization and restructuring of management system, so as to cultivate and develop the core competitiveness of enterprises and achieve the optimal allocation of resources. Generally speaking, mixed mergers and acquisitions reflect the diversification strategy of enterprises. Horizontal mergers and acquisitions reflect the scale of business strategy. Vertical mergers and acquisitions belong to the means of implementing intensive business strategy.

At present, small and medium-sized shoe enterprises in Wenzhou are generally distributed in family style chain type. If several or even more than ten enterprises are effectively integrated, unified image, unified management and unified fund allocation can not only further improve productivity and efficiency, but also greatly reduce production costs. In the competitive era of big fish eating small fish, it is imperative for small and medium-sized shoe companies to recombine and merge.

Secondly, we should increase revenue and reduce expenditure and effectively integrate channel resources.

In order to increase revenue and reduce expenditure, we must establish an effective marketing cost accounting system, a scientific channel to promote the system, and seek a more healthy market access on the integration of resources. First of all, we should start from the flattening of the channel, and make use of the sharing of resources, and use the form of marriage and bundling to allocate and integrate the renewability of resources, so as to effectively control the operation cost of enterprises.

Secondly, starting from the longitudinal deepening of the channel, according to the product positioning, we should lock the target objects, subdivide and classify the market segments and locate them. Using TV shopping, online shopping, catalogue sales and many other channels, we should promote geometric three-dimensional layout, from point to line, from line to surface, and do well in "landing to undertake, intensive cultivation".

Third, peel off family management and build a wolf team.

The family management of small and medium-sized shoe enterprises in Wenzhou is deep-rooted, and bosses need to "go far". In management, we should not only focus on people, but also have rewards and penalties, so that a good competition mechanism can be formed inside the enterprises. Enterprise rules and regulations should be clear and clear.

In team building, we need to be unique. First of all, choose the right and useful people. It is best to choose those who have the characteristics of wolf: brave, smart, wise, persistent, calm, decisive, and strong in execution, teamwork and good professional ethics. Secondly, we should intensify and strengthen staff through unprofessional training, so as to release the wolf's energy as far as possible. We should try our best to make the best use of talents, and at the same time, develop corresponding incentive mechanism, constantly stimulate the potential within the team, so that we can have both a sense of pressure and a sense of achievement and achieve twice the result with half the effort.

Fourth, integrate financial aid to solve business problems.

Wenzhou's private capital is strong. In March 2012, the State Council decided to set up a pilot area for comprehensive financial reform in Wenzhou, allowing private capital to set up village banks. Coupled with the recent downturn in real estate and stock market, many investors can not find a good investment channel, which has provided a good financing channel for small and medium-sized shoe enterprises in Wenzhou.

Small and medium-sized shoe enterprises in Wenzhou should take the opportunity to integrate more abundant foreign aid forces, and can continuously inject new funds into enterprises through various forms such as equity conversion, asset pledge, and goods exchange, so as to form a benign blood transfusion pipeline to ensure the normal operation of enterprises and to stop the occurrence of "Mediterranean" anemia.