Problems Existing In Apparel Brand Management And Control In The Channel

Clothing enterprises channel as clothing enterprises to achieve product sales, so that products add value. Clothing enterprise The key link in the value chain can not be ignored in any market environment. Clothing enterprises in the clothing enterprises channel control, on the one hand, affected by the market environment; on the one hand, from the clothing enterprises themselves for clothing enterprises channel planning, implementation, control, adjustment.

As far as the external market environment is concerned, many foreign brands have entered the country, and the domestic brands have also come out. The number of brands has increased and the market competition has intensified. Clothing enterprises are facing more and more clothing brands joining the ranks of the channel resources for the garment enterprises, and the difficulty of entering the garment enterprises. The clothing enterprises are faced with the channel strategy of their clothing enterprises to differentiate themselves from the purchasing behavior of different consumer markets and consumer groups.

In addition to the external market environment, garment enterprises are facing challenges in channel management and control of garment enterprises. After thorough and detailed analysis of the clothing enterprises we serve, it is found that there are many problems in the planning, execution and control of garment enterprises in the channels of garment enterprises.

First of all, there is a lack of reasonable planning in the channel layout of garment enterprises, but the result is: some garment enterprises find that the channels of garment enterprises have been misplaced. The channel network and structure of the existing garment enterprises are not consistent with the target market and brand positioning of the original selection, resulting in dislocation of product positioning, product mix and price strategy, and can not really achieve effective sales; the market coverage and dot density of some garment enterprises can not achieve the goal of scale benefit or brand awareness, but also because of the clothing enterprises. Channel management and control The management cost of disperse clothing enterprises is very high.

Second, there is no standardization and evaluation system in execution and control. The management structure of the enterprise's channel organization is unreasonable, and the expansion and management functions of the garment enterprises are fragmented, resulting in the disconnection between the expansion and management of the customers, and when the problems arise, the internal prevarication makes the old employees finish their daily jobs by experience, so that the new employees can not grasp their jobs quickly, especially in the sales team, because the mobility of the sales team is relatively large, so the work of the garment enterprises will not work smoothly, the work efficiency is low, and the work progress is slow. The franchisees often complain that the customer satisfaction is low. Some garment enterprises lack effective evaluation system in the management of the garment enterprises, and can not effectively implement follow-up. They can not effectively implement the allocation of resources, nor can they better evaluate the performance of the distribution customers and the performance of the sales team. Some clothing companies are in costumes.

Third, the company's channel control ability to clothing enterprises is very weak. On the one hand, the channel terminal information of garment enterprises is not transparent to the company, affiliate customers' information, store information, terminal purchase and sale information and so on. The company has not formed an effective collection, analysis and statistical mechanism, resulting in the company's actual situation of the channel of garment enterprises can not be solved, and the decision-making lacks basis; on the other hand, the company lacks professional talents, and can not effectively support the management of customers / terminals in the sales process.

Fourth, in the market support policy formulation, the company has undertaken too many risks, and has not directed the franchisee to improve its own operational ability and risk resisting ability. It has only broken the interests of the company, used the cost to change the market, and can expand the scale rapidly in the early stage, but there are many problems in the later stage of operation. Clothing brand dealers It will be found that after many years of cooperation, many customers are stagnant and even hindered the normal development of the company.