Shoe Marketing Strategies For Shoe Stores

Data map WTO has brought down the "fence" of the economy, bringing new business opportunities to China's private enterprises, but the international leather shoes brands have entered China. The homogenization of products has become increasingly serious, and the sales channels are becoming more and more patterned. The overall situation of the shoe industry in China is not optimistic. The sales of the major shoe brand brands are not very satisfactory. Even some good sales enterprises have to worry: from "big fish eating small fish" to "tiger eating lions", instead of "leading the wolf into the house", it is better to "dance with Wolves".

Strong market competition pressure, so that the chain monopolization that has been popular for a long time is gradually darkening, which is far from meeting the operational needs of the new era. How can we stand out among many of our peers? In particular, some small and medium-sized brands, in the fierce competition, how to innovate marketing ideas and seek room for development? Why does "chain Monopoly" come to an end? As a successful chain franchised business model, many businesses have gradually come to appreciate its charm in recent years, and have followed up, adjusted their marketing strategies, and implemented chain monopolization as a primary means to occupy the terminal market.

Take the shoe industry giant AOKANG group as an example, since the opening of shoe industry chain in 1998, franchised stores have opened 3000 stores in the country in just four years, and become the main marketing method of AOKANG's "multi legged walk", which makes AOKANG grow at a rate of 40% per year, with an annual output value of more than 1 billion yuan, but "cake" is limited. With the introduction of this sales mode in the small and medium-sized enterprises throughout the country, some smaller manufacturers have even made no changes to AOKANG's marketing mode.

This step by step marketing strategy, to a certain extent, has promoted the development of China's leather shoes industry, making some small and medium-sized leather shoes enterprises avoid taking a lot of detours and rapidly upgrading a brand in a relatively short period of time.

But in the long run, it reveals that the innovation ability of China's shoe market is not enough. Especially after China's entry into WTO, with the further competition among enterprises, the enterprises that are in the forefront of peers will have to find new ways of marketing in the fierce market competition.

"Market competition is increasingly fierce, and market segmentation is also increasingly evident.

The advantage of an enterprise in marketing will gradually weaken.

Facing the new situation, we must adjust the marketing strategy in time.

Wang Zhentao, President of AOKANG group, believes that many brands are implementing multi brand management system in the current period. They implement "one brand and many products" and extend the industry. Some of them also implement "one product and many cards" and implement intensive farming and three-dimensional operations.

No matter what marketing strategy, if we want to further improve the market share of our products and achieve the goal of marketing success, we must innovate the sales way.

According to the survey, any marketing method has its periodicity. The traditional marketing channels include chain monopoly, which is a big problem in providing convenience for purchase, keeping the freshness of the product and the equivalence between the product and the price. For example, the products of the stores and shopping malls, in order to support the image of their brand, they must make great efforts in decorating and image, which will increase the operation cost. Finally, the equivalence of these costs becomes a big problem.

For example, the distribution of stores between traditional brands is decentralized, and consumers have to buy the same type of products, buy goods for three stores, and have to search for one family and so on. For this reason, it is essential to carry out surgery on traditional channels to improve consumer satisfaction.

To solve this problem, the problem of "visible", "buy", "low cost" and "high grade" has become a topic that entrepreneurs must study. At the same time, it is imperative to improve service quality and enhance overall competitiveness based on existing channels such as boutiques, stores and stores.

Milton Kotler, a world marketing guru, once pointed out the "zero distance" sale in his worries.

To win the shoe industry brand in today's and future shoe marketing market, it is necessary to meet the internal needs of consumers: improving the brand's high added value, providing convenience for purchase, keeping the freshness of products, and the equivalence of products and prices, all these become the primary factors to stimulate consumers' buying behavior. Therefore, it is very necessary to pform channels, pull the terminal and rebuild the brand.

Nowadays, many enterprises attach great importance to the implementation of brand strategy. Some enterprises that have already created brand products are actively using the brand to expand their business so as to get the desired brand strategic benefits.

However, brand management can bring significant benefits to enterprises, but it is not a strategic measure in the true sense.

In the new situation of famous brand products appearing at home and abroad and the increasingly fierce brand competition among enterprises, the key to implementing brand strategy is not how to create brand and fame, but how to further develop and expand brand and win the "white hot war" of brand competition.

Only in this way can we avoid the flash in the market after brand listing and ensure long-term brand benefits.

After establishing a brand, enterprises should not only attach importance to brand management, but also be good at planning from a strategic point of view.

AOKANG group, the leading enterprise in the footwear industry, has successful practice in this respect.

AOKANG group, as a national top 100 private enterprise with about 10000000 years of production and 1 billion years of output value, has been evolving with the market changes. From wholesale operation to manufacturers' joint venture, from chain monopoly to multi brand operation, AOKANG's marketing innovation has made rapid development of enterprises.

Although AOKANG has the biggest marketing network of China's footwear industry, there is no problem in product sales, but they are not satisfied with brand management and create profits. When many shoemaking enterprises are immersed in chain monopolization, AOKANG is trying to cater to consumer demand and integrate three brands with a new marketing thinking. The brand supermarket, known as "AOKANG brand space", has been launched. This marketing mode has changed the past practice of "single card and single sale", and combined many brands together.

At present, the brand supermarket is spreading in Zhejiang, Hunan, Fujian and other provinces. The integrated supermarket has AOKANG, Kanglong, beautiful beauty and other brands.

According to the person in charge of the company, AOKANG will soon have more than ten brands of shoes of different types and different personalities, including competitors.

AOKANG moves all kinds of consumer groups in a relaxed, comfortable and innovative shopping environment, not only can freely choose all kinds of shoes, but also enjoy the "AOKANG name space" unique style of footwear culture, is the best way to see and buy.

Wang Zhentao, President of AOKANG group, announced with confidence that the strategic pformation of chain monopolization to the brand supermarket will bring about a successful road for AOKANG to adapt to the brand requirements, enhance the brand level, expand the brand market advantage and ensure the leap of the century.