Six Measures To Break The Dilemma Of Shoe Market

In March 16th, at the Chinese and foreign press conference, Premier Wen Jiabao said: "this year will be the most difficult year for China's economy."

I feel the same way. I think 2008 will be the most difficult year for our shoe market.

How to overcome this difficult period and break through the dilemma of shoe marketing?

First, we must consolidate the foundation of the enterprise and enhance the management and management capabilities of enterprises.

The competitive advantage of shoemaking enterprises lies in low cost and cheap labor force. Its entry threshold is relatively low. Because of this, anyone can come in as long as there is enough manpower, a little knowledge of shoes making technology and a bit of courage.

A few years ago, with the rapid development of China's economy and the great success of the shoe market, a large number of shoemaking enterprises were spawned. Many farmers in Wenzhou and Jinjiang became the shoe factory owners or senior managers in the twinkling of an eye. For this reason, the owners who were unfamiliar with management were accustomed to the "approximate" and "approximate" language management methods, only to see that the enterprises were busy all day long, but the number of digital things such as production costs, marketing expenses, unit output, gross profit and net profit had never been known.

This situation, in the market "a red" situation, there will be no problem, but once the market is difficult to do, business operation will be a problem.

Last year, the collapse of a large number of enterprises in Guangdong and Wenzhou was largely due to the poor management of many enterprises.

If we want to survive and win a place in this increasingly fierce market competition, the only way is to let us change from "Chinese style management" to "mathematical management". Every boss and manager should learn to use numbers to tell us, to see our cost through numbers, to see our expenses, and to see our profits.

To achieve profits, we must learn to enhance our management and management capabilities.

Wenzhou bosses used to be "bosses in the daytime and slept in the floor at night". I think this pioneering spirit of hard work should continue to develop and innovate. We should learn to be bosses in the daytime and look at blackboards at night.

At least we have to understand the financial statements, through the financial statements, we can see the operation of enterprises.

Two, we must adhere to brand orientation and enhance the ability of brand resources integration.

With the fierce competition in the market and the high rentals of the shops, many enterprises that originally intended to make brands have played the role of retreat, the closure of terminals and the compression of compression. Some enterprises that make brands have begun to turn to pure production enterprises.

I think a brand must be able to cope with market risks if it wants to remain green in the market.

That is to say, when the market is running smoothly, your brand is doing well and the market is low. Your brand can still persist and innovate.

Only the brand that has experienced the baptism of the market can be called a real brand.

How many of the world's major brands such as Ford and General Motors did not grow up in the face of market adversity?

What we need to do is to enhance our brand's resource integration capability.

We should re plan the current market, change the original strategy of comprehensive expansion, adopt the policy of "concentrating strength and attacking one point", and pay attention to the development of local market.

To this end, we must close the terminal with poor performance and voluntarily withdraw from the market which is not important and has little potential.

In the process of marketing, we should also remember that "brothers are always in a meeting, laughing at each other", that is to say, never take your colleagues as enemies, not engage in close competition with your competitors or even vicious competition. Under the circumstances, there is also a need to discard and resentment and cooperate with others.

Three, we must adhere to the people-oriented concept and create an excellent marketing team.

Putting people first is the slogan that every enterprise is advocating. However, when the market is low and business operation is difficult, many enterprises begin to reduce the salaries of marketing personnel, reduce royalty, save bonus and even dismiss some marketing personnel on the grounds of "cost saving".

Marketers should say that they are the soldiers on the front line of the enterprise. They run all day in the forefront of the market and every move in the market. They are not only the most clear, but also suffer from the bad sales and the psychological pressure they need to bear. The enterprises adopt this method not only can not stimulate their fighting spirit, but on the contrary, it will only make things worse.

When the market is in adversity, enterprises should learn to do the ideological work of marketing personnel, tell them the market prospect, and give them an analysis of the advantages of their development. We should tell them that he is also the "master" of this enterprise, and to strengthen their confidence and rebuild their marketing spirit.

Of course, at this time, enterprises must increase investment in learning, and through continuous learning, help their marketers to keep abreast of changes in the market situation, and teach them how to deal with market changes.

Marketing personnel who have gone through the storm with enterprises will surely bring a turning point for enterprises and help enterprises achieve sustainable development.

The four is to cultivate a good financial personnel.

Although the role of financial personnel in enterprises is getting bigger and bigger, many bosses and managers who are deeply rooted in "small peasant consciousness" do not realize this. In their minds, financial personnel are still only ordinary workers who calculate and send money.

In fact, accounting and money making are only the most basic tasks of finance.

The most important function of finance is to rationally regulate the flow of enterprise capital through its budget, accounting and monitoring, so as to achieve the most reasonable allocation of enterprise resources.

In times of financial difficulties, the role of financial regulation will become more apparent.

The five is to increase the technological content of products.

It has become an indisputable fact that "science and technology develop enterprises".

Over the past few years, we have seen that more and more "functional shoes" have got a "cup of soup" in the market.

Increasing the technological content of products can not only provide consumers with the most comfortable and perfect products, but more importantly, after applying for patents, they can also effectively prevent "plagiarism", change the current market "pattern similarity" situation, and enjoy a certain market share.

However, we must stick to one principle, that is, we can not launch "functional shoes" with only names and no practical use in order to be "marketing gimmicks".

Once this happens, although in the short term, it will win certain consumers, but ultimately the enterprise may lose all consumers.

The six is to improve the channels of information integration.

At this time, information is much more important than ever.

Market changes are too fast and consumer demand is changing faster. Enterprises must have their own channels of information integration. This channel may include consumer dynamics, product development, and regional product regulation. But I think the most important point is that enterprises must have an efficient response mechanism, whether terminal, R & D, production, or circulation, warehousing, etc.

What needs to be emphasized is that when establishing this integration channel, business owners or specific senior executives must participate and supervise in person, and even adopt some high-tech things.

Every enterprise has the way to deal with every enterprise. Deng Xiaoping once said, "whether it is white or black cats, it is a good cat to catch mice."

In fact, for our enterprises, it is worth promoting and learning whether it is a backward "human sea strategy" or advanced technology analysis system, such as ERP, which can make enterprises survive and generate a steady stream of profits.