How Do Non Olympic Shoe Marketing Enterprises Plan Their Development Strategy?

In the past 2007, it was a very unusual year for China's footwear industry. During the year, EU anti-dumping intensified, RMB appreciation, raw material prices and labor costs rose, resulting in the closure of nearly 1000 shoe enterprises in Guangdong, and China's footwear industry made a 2008 jump.

It is understood that in 2007, China exported 180 million pairs of leather shoes to the EU, down 8.9% from the same period last year.

Faced with such a situation, people can not help asking such questions: Why did the collapse of nearly 1000 enterprises appear in the Pearl River Delta under the same international and domestic environment, and did not appear in Jiangsu and Zhejiang provinces where manufacturing was concentrated?

The fundamental reason is that Guangdong enterprises have always made the way of "made in China", organized production in the form of processing trade, and made profits in international trade by virtue of price advantage, which is therefore greatly influenced by the international environment.

However, the manufacturers in Jiangsu and Zhejiang have strengthened the operation and extension of the brand in the international market while expanding the international market, and sought the international brand influence in the way of marketing.

This period selected two brands in Jiangsu and Zhejiang provinces, one for AOKANG, and with the special status of leather suppliers in the 2008 Beijing Olympic Games, launched a large-scale and influential Olympic marketing, which brought great development opportunities for its international expansion. The other one was the red dragonfly, although it did not catch the Olympic Games, but with its unique understanding of shoes culture, its brand operation was also quite successful.

Red Dragonfly: Although the top players who do not play Olympic Games are Zhejiang enterprises, but unlike AOKANG, the Red Dragonfly did not catch up with the Olympic Games.

In a sense, it has brought unfavorable factors to its marketing, but in a relatively unfavorable situation, the red dragonfly has a good performance in the market.

To sum up, the Red Dragonfly integrates the elements such as positioning, corporate culture, technology, event marketing and sales terminals, so that they can help each other and grow helix.

It can be said that in the many brands of China's footwear industry, the unique marketing method of red dragonfly is worth punctuation.

In order to win the business opportunities in the fierce competition of China's footwear industry, especially in the Jiangsu and Zhejiang provinces where manufacturers are concentrated, if we want to win the market, we must seize the opportunity.

And the most important thing is their reasonable positioning, which is also the basis for the red dragonfly to protruding.

In 2007, the Red Dragonfly put forward the strategic thinking of "three years" through space and time. At first glance it was slightly vague, but after careful understanding, it found that it was not.

"Wear" refers to the group's main business closely around the "wear", that is, mainly leather shoes, leather goods, clothing, accessories, supplemented by the diversified development.

"Yue" means crossing the stage of leather shoes industry that is assimilated seriously in brand, product, channel and other aspects, the competition is fierce but single, and the profit level keeps falling. The new cycle of differentiated development should be formulated, and the blue ocean should be actively searched for a first-class company with sustained development and excellent performance.

We should seize the opportunity and propose two businesses in a timely manner. At the same time, we should enhance the efficiency of supply chain and accelerate the integration and optimization of resources by taking the time and season as the main line and informationization as the means.

"Empty" to share future wealth space, the Red Dragonfly joint stock company to become the most conducive to the development of talent platform.

Scientific development, revitalize the stock, flexible innovation, independent research and development and ODM (commissioned R & D) development, independent production and OEM (commissioned production) processing, self channel and join agents of organic integration, coordinated development.

With clear positioning strategy and supplemented by strategic direction, enterprises can avoid a lot of resistance in the development process.

In addition, many enterprises equate their strategic positioning with product positioning in their development. Some entrepreneurs believe that this can achieve the goal of "target of public criticism".

But in fact, due to the emphasis on short-term effect, ignoring the long-term development and stride of the brand, the enterprise's stamina is insufficient, resulting in frequent replacement of product positioning.

Wasted energy, not to mention, missed the most favorable opportunity for market competition.

Obviously, the Red Dragonfly knows this very well.

Driven by its own strategic thinking, red dragonfly has gradually defined its brand positioning, that is, "the leader of the two tier market, the challenger of the primary market".

The so-called "primary market" refers to cities such as Beijing, Shanghai and Guangzhou, which are relatively close to the GDP in the whole country. This is of course a battleground for the military. However, because of the competition among the international strong brands, the red dragonfly is obviously unable to win the competition if it wants to win in this competition.

But for the provincial capital cities (i.e. two tier cities) outside the first tier cities, it is a huge platform for red dragonflies to break through the bottleneck. In the two tier cities, the consumers' living standard and consumption ability are relatively high, and the brand competition pressure is smaller than that of the first tier cities.

Clear development strategy and clear market positioning make red dragonfly aim at development opportunities and space in difference.

It is one of the signs of today's brand success to create a brand with culture and how to stand out in a complex market.

In this regard, we can see that the key to the pformation of the Red Dragonfly image is the continued strengthening of corporate culture and the continuous integration of technology elements.

When he started his business, Qian Jinbo, chairman of the board, had such an assertion that Wenzhou's shoe industry was "strong" in "manufacturing", and all of them were busy expanding factories and increasing production.

In his view, another "blue sea" is even more important: Although the footwear industry in Wenzhou is very developed, its lack of cultural taste and brand is a weakness. Therefore, red dragonfly seeks to make innovations in the domestic market.

At the early stage of development, the Red Dragonfly proposed a set of business philosophy based on the principle of bionics: Red Dragonfly has a brain, two eyes, four wings and a tail.

A "brain" is the pformation of growth mode. We should promote growth through culture and brand promotion. "Two eyes" are R & D and channels; the four wings are the four major projects of enterprises: Talent Engineering, famous brand engineering, innovation engineering and scale engineering; and "one tail" is to promote production with brand as the core.

Red Dragonfly integrates its own development strategy with biology. It is clear and natural, and there is no lack of novelty.

Not only that, it takes the brand culture construction as a breakthrough, and implements the long term vitality of consumer products from the cultural connotation.

With the Chinese shoe culture as the carrier, the red dragonfly has created the most Chinese shoe culture: the first national shoe culture research center, the first professional Chinese shoe culture tour group, the first shoe culture museum in the country, the first Chinese shoe culture dictionary, the first national shoe culture stamp and so on.

It can be said that the cultural connotation of continuous implantation has largely realized the leap of the brand.

At the end of 2007, Jin Bo, who led the Chinese shoe industry to break through the bottleneck of the industry development, created a Chinese brand with global characteristics by scientific and technological innovation, and was awarded the "brand China's ten annual figures", and became the only winner of the winning shoemaking entrepreneur. The market gave the Red Dragonfly affirmation.

Enhancing the value of science and technology is the same as that of AOKANG. With the increasingly prominent brand performance, red dragonfly has increased investment in research and development. Its pace of last year is worth noting: in June 18, 2007, it became the first and the only leather shoe manufacturer in the world to cooperate with the famous international sports shoes R & D enterprise Belgian Ace Kang (RSscan) in June 18, 2007. In July 20th, it spent 200 million yuan to build the first sports shoes R & D production base in China, and took the lead in creating a new technology import mode in the industry. In September 30th, the first pair of sports shoes in China came out.

Sports leather shoes are based on the principles of human biomechanics. By studying the characteristics of walking and general sports, we use the scientific and technological achievements of shock absorption, cushioning and energy conservation in the design and manufacture of leather shoes, and become a new category of leather shoes that integrates some advantages of leather shoes, leisure shoes and sports shoes.

"Sports leather shoes" is a fresh concept. With the outstanding product function, red dragonfly sports shoes have attracted widespread attention both inside and outside the industry.

With the involvement of technology and fashion, the Red Dragonfly brand has a new leap in the inheritance of traditional culture, and its brand image is closer to consumers.

Sports shoes also make red dragonflies pay attention to consumers' experience and feelings, and interpret product value from lifestyle and consumption concept.

When it comes to the birth of sports shoes, we have to mention the cooperation between red dragonfly and Belgian Ace RSscan.

Ace health (RSscan) is Adidas's 20 year old global sports shoe technology partner. It is a world-renowned comprehensive enterprise engaged in the research and development of shoe biomechanics testing, sports shoes ergonomic design analysis and shoe testing laboratory system.

The cooperation with red dragonfly made the Red Dragonfly stand out from the industrial bottleneck of "comparative advantage", and technology became the core power of red dragonfly.

Moreover, the new cooperation has not only created new technology models and scientific products for red dragonflies, but also made the Red Dragonfly a pioneer in the development of China's leather shoes industry with the help of advanced foreign technologies.

With the continuous injection of technology elements in related manufacturing and marketing, higher requirements for the marketing of Red Dragonfly are put forward. How can we adapt to the pformation of this situation?

The Red Dragonfly adapts to the "science and technology marketing", and the market also gives the Red Dragonfly such an opportunity.

In 2007, the Red Dragonfly became the only shoe-making enterprise to promote "Chang'e-1", and strengthened its relevance with science and technology with the demand of "space fever".

The successful launch of Chang'e 1 is undoubtedly the focus of attention in 2007. Since late October, major media such as television, radio, newspapers and networks have been continuously reported. According to relevant statistics, the live broadcast program started at 17 in October 24th, which triggered nationwide upsurge. During the live broadcast period, the total share of CCTV's three channels increased by 67.4% than usual.

Among them, the degree of concern of the "Chang'e special program" is higher among college students with higher education level, middle monthly income managers and civil servants, which coincides with the potential consumers of red dragonfly.

The biggest difference between space marketing and other marketing methods is its scarcity.

Unlike many sports and movie stars, many of the major Aerospace events have been encountered for many years. "Chang'e 1" is China's first lunar exploration launch. This event marketing has the advantage of first impression, and the Red Dragonfly's choice at this time undoubtedly captured the most favorable opportunity of "science and technology marketing".

At the same time, compared with the complex marketing of Olympic Games in the market, the marketing of space events has more impact, which can directly catch the eyeballs of consumers.

Therefore, it is easy to see that this marketing has inherited the consistent style of the red dragonfly in the process of brand building, hoping to build a strong correlation between brand and technological innovation from the perspective of supporting the development of science and technology in the national space industry.

At the same time, with the wide attention of all circles on Aerospace events, we have promoted the connotation of brand technology and created a new image of "made in China" for technological innovation.

In 2007, the Red Dragonfly vigorously innovates its formats, and puts forward the new marketing mode of integrated marketing and implementing fashion GT (integrated) concept store based on the sale of original stores.

In the monopoly system, on the one hand, affected by the flexible sales promotion activities of the market, franchised stores and self operated stores are at a competitive disadvantage; on the other hand, there is the most direct conflict between brand franchised stores and proprietary stores, which brings great difficulty to market management.

A mode of "Wenzhou style brand" is obviously unable to cope with the current market competition. It requires that the pricing mode and price operation of the brand be more flexible under the upgraded competitive situation.

In terms of product development, it is necessary to have more shopping malls and differentiate products from specialty stores.

In fact, for many brands, it is necessary to face the situation brought by market competition. Red Dragonfly's unique GT concept shop is worth learning.

In the strong two tier city market, red dragonfly implements the marketing strategy of shopping mall sales and exclusive store separation, and solves the conflict between shopping mall and franchised stores, franchisees and proprietary stores.

In the first tier cities, the stores sell fashionable and strong products with high price increases. Self operated stores carry out diversified and even multi brand businesses, leading the future mainstream mode of terminal sales with the two yuan system.

In Qian Jinbo's view, since the rise of rent and international competition are