Shoe Companies "Change Their Childishness" To Prevent Subsequent Rejection.

With the rapid growth of gold in the past ten years, the local sports brand has expanded rapidly. The increased stores have brought capital accumulation, and also brought the side effects of inventory.

After Lining, Mei bang, fan, Hai Lan's shoes and clothing brands have been exposed to high inventory, people regard it as a signal for the industry to slow down.

According to the annual report released by Anta, the inventory cycle of the company increased by 38 days compared with the 36 day in previous years.

The report shows that Li Ning Co inventory in 2011 was 1 billion 133 million yuan, an increase of 40.64% over the same period last year.

The average stock turnover time is 73 days, almost two times that of Anta.

In 2011, the annual growth rate of the domestic sporting goods industry decreased from 20% in the past to 13%. It is estimated that by 2012, the growth rate will further slow down to around 5%-8%.

Accordingly, it has been said that the industry has entered a period of adjustment, pformation is imperative.

Adult shoes and clothing inventory backlog, growth slowed down, and children's products market is thrived.

The brand of children's wear balbala realized business income of 756 million 933 thousand and 700 yuan in the first half of 2011, an increase of 57.48% over the same period last year.

Compared with highly competitive adult shoes, children's money does earn better. Many parents spend more money on buying shoes for their children.

With more profits and broader market space, many sports brands have focused their attention on the children's products market and scrambled for the cake.

In 2012, it may become the year of major sports brands to develop children's business.

In 2011, Anta's children's clothing stores jumped from 383 to 632, far exceeding the number of 500 stores planned at the beginning of this year, and this year's pace of expansion may continue to increase. In April this year, XTEP said it would launch a series of casual shoes represented by X-TOP brand and a series of children's clothing of XTEP 1+1, and planned to open 100 children's clothing stores during the year. At the end of April, 361 children's clothing with more than 1400 stores in the country signed a strategic cooperation agreement with CCTV children's channel, and the strategy of expanding children's market was unwavering. At the beginning of May, Lining distributed the children's clothing market in a high-profile fashion, released the development plan of the children's clothing market in the early May, released the development plan of the children's clothing market in the early May, released the development plan of the children's wear market for the next 5-10 years, and launched a new management team and brand new logo for the next 5-10 years. Anta, the first sports brand to enter the children's market, has quietly accelerated.

"Speeding up the development of children's wear field is on the one hand optimistic about the future development potential of this field, coupled with the fact that there is no strong brand in the domestic children's clothing industry at present, which is also an opportunity for the growth of the new brand. On the other hand, 361 degrees also hopes to pull the group's performance and form a new profit growth point through multi brand strategy."

361 degree capital operation vice president Chen Yongling said.

Talent: the mode of resource flow is copied.

The first generation to enter the market of children's shoes.

The development of enterprises is uneven. Children's shoes enterprises in the rising stage frequently throw "olive branches" to professional managers of adult shoe enterprises.

According to the introduction, some of the brands that are developing faster in Quanzhou's children's shoes industry, such as ABC, Kate, gang Deng, small camel, Bumblebee, Bumblebee, Wan Tai Sheng, are all from the adult brand, many of which are from Anta, XTEP and 361 degrees.

"More intensive" job hopping "took place in 2011, and 70% to 80% of children's shoe brands began to introduce professional managers from adult brands.

Luo Zheng Ming, vice president of operations at the current pet dog, said.

In 2007, Luo Zhengming switched to ABC. "At that time, many of the children's shoes enterprises were still in an extensive mode of operation, no marketing team, no monopoly channels, and wholesale products."

However, it is such a less regulated industry that gives Luo Zhengming room to play.

After entering ABC, Luo Zhengming first copied the monopoly system of adult sports to the children's brand, and achieved success. In 2007, the monopoly outlets of ABC expanded rapidly, and sales doubled over 2006.

The rising space is narrowing and the occupation is hitting the ceiling. At the present stage, the platform that children's shoes enterprises can offer to professional managers will be wider and wider. This is the common reason for the pformation of most professional managers.

Chen Shuqing, Deputy Secretary General of the Fujian children's shoes Association, said: "although there are some differences between big shoes, big clothes and children's shoes and children's clothing, it is possible to set up the talents and control the market. The elite of adult shoes and clothing will bring fresh management concepts to the children's footwear industry."

At present, some important things that children's shoes industry is doing, including meticulous management, team building, regional market, model market and single store profit promotion, are all things that adult brands have done.

With the overcapacity of adult sports brands, the industry will enter the "bottleneck" period. In 2012, more adult shoe and clothing marketing talents will be pferred to the children's footwear industry.

This top-down talent flow has indeed made some successful marketing talents from "big shoes" come true, helping children's shoes achieve rapid development, but there are also some losers.

For example, in 2011, many of the professional managers who jumped into the children's shoes industry left the children's shoes industry after a year's work.

The problem is that some professional managers do not take into account the financial strength of children's shoes enterprises, and directly apply the adult brand's channel expansion mode and brand promotion mode, and finally bring the response of the enterprises to climate change.

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Channels: flowers and trees may not be acclimatized.

In terms of channel strategy, can the adult sports brand's successful monopoly system really take root in the children's market? Are the strategies adapted to the development stage of children's shoes, or is the performance of enterprises eager for quick success and instant benefit? Can the children's shoes be acclimatized for the rapid channel changes? After nearly two years of advertising, star, terminal, promotion and other marketing wars, the brand operation cost of children's shoes has been greatly improved, the profits of products have been gradually diluted, and the homogenization of children's brands is serious.

The channel planning of children's shoes is increasingly valued by businesses.

Looking at this year's Quanzhou children's shoes brand order meeting, "winning the terminal" breath has never been so strong today.

Channel winning is our common theme. ABC, Yong Gao, Kate, CE, Tutu, Spiderman and so on have released channel planning.

With the brand positioning becoming clearer, the positioning of children's shoes is becoming clearer.

"The channel of children's shoes is relatively rich. Street stores, store shops, shopping malls, large business super counters, no matter which channel is the main channel, as long as the sales volume and scale efficiency are considerable, in the process of promoting the upgrading of the monopoly system, we must plan the terminal mode according to the brand positioning and development stage, and set the main channel, then gradually compile the extra pipeline, and we can not just look at the immediate interests, but will not accept the rectification."

Whether the brand has the comprehensive strength of channel upgrading, we need to consider the factors such as product system, terminal pformation, brand height and so on.

Huang Weicheng, ABC brand manager, suggested that "if the channel can match the brand positioning ultimately, these companies in particular need to coordinate the interests of agents or distributors and distributors. The three parties should work together to build the channel mode on the basis of strict planning and firm implementation, because if the two points are missing, the brand of children's shoes can't feel the pformation of the market at all."

The channel of children's shoes industry is diversified and complex, and the channel format can not replace the access. Experts suggest that "seize the sales position first, then plan the channel design. In the game of" sales and upgrading ", we should first go deep into the regional market, do deep market development and brand building, assist agents to regulate and upgrade channels, and face the channel expansion and competition pressure together with agents.

Marketing: it's better to accumulate flowers than to spend.

The success of Anta, XTEP and other adult sports brand models has witnessed the advantages of monopoly mode, but they can not be too optimistic and ignore the characteristics of children's shoes.

Children's shoes are closer to the product cycle characteristics than people's sports shoes, and the product category is extremely strong. Even when the adult sports brand has almost the same elements as the period, business district, location, area, and product structure, the children's shoes brand still has small profit margins and small disk size.

Copying adult sports shoes or cross industry channel versions will be a gamble.

From the special district and special rack of shoe city, to the special counters and special offices of shopping malls, to the shop stores and the boutiques on the street, this is the three level jump of children's shoes brand channel upgrading.

However, after copying the model of adult shoes and clothing, holding high the banner of "channel winning and terminal being king", two or three years later, many children's shoes fall into a vicious circle of opening shop -- losing again.

In many children's shoes ordering meeting, enterprises have planned their own market blueprint, from point to area, through the regional market layout of the whole country.

The cultivation of the store is 3 years as a cycle, and it can survive the first 3 years of the shop.

In order to encourage agents to open new stores, many children's shoes enterprises give preferential policies to agents, rents to shelves, shops, and even "full shop". Although the short-term expansion of new stores is fast, the closing rate is also high.

Low price and low profit rate are the main problems in the channel expansion of children's shoes industry. Children's shoes enterprises should take into account whether the profits of children's shoes are enough to support the rent of the dominant areas, whether the product line of children's shoes can support the operation of the monopoly system, and whether the children's shoes agents have the brand operation ability.

Before opening a new store, the location, rents, flow of people, the experience of agents, etc. need to be considered.

Luo Zhengming analyzed the profitability of children's shoe stores, taking a 50 - 60 square meter double storefront standard store as an example. The annual rent input can not be higher than 250 thousand yuan, because the first time to open a shop, in addition to the rent and decoration fees, pfer fees and distribution fees, it may add 400 thousand to 500 thousand yuan.

Generally speaking, if the monthly sales can reach 60 thousand to 70 thousand yuan, it will be profitable in second or third years. If the turnover is less than 40 thousand yuan per month, it will be at a loss.

At present, the price of single products of children's shoes enterprises in Quanzhou is generally around 100 yuan. Basically, the profit of selling 3 pieces of single products is equivalent to that of adult brands selling one piece.

Therefore, children's shoes stores are basically open in three or four line cities, or second or second tier cities.

If forced to enter a first-class business district to open stores, the low added value of children's shoes industry is difficult to support long-term operation.

As for the channel expansion mode of children's shoes enterprises, the general direction is correct from the strategic level. After all, high-quality shop resources are limited, and the market can be seized first.

The problem is that the pace of the channel layout has been too great in the execution of tactics, ignoring the terminal management ability of enterprises and the operation capacity of agents.

Based on long-term development, children's shoes enterprises should let the marketing go down, slow down the pace of expansion, and put more energy into Practicing "internal strength".