Restrictive Conditions Of Clothing Channel System

At this stage, we need to investigate and analyze the realistic constraints of the "ideal" clothing channel scheme, and compare the "ideal" clothing channel system with reality.

The difference will provide the basis for the final selection of channel strategy.

No management restrictions.

It includes detailed analysis of managers' bias, management objectives, and internal and external coercive threats.

This step is to conduct in-depth interviews with the executive staff of the clothing channel plan to see if the future plan can be recognized and implemented.

It is necessary to comprehensively analyze the policies, management objectives, organizational structure and cultural traditions of the garment enterprises, and understand how strong the traditional concepts and practices are; whether the evidence and logical power of the new scheme are enough to enable the scheme to be passed; whether clothing enterprises have such people (including channel owners), have enough power and prestige, and ensure the implementation of the channel pformation.

Management should be allowed to raise doubts and restrictions on the clothing channel plan.

They can provide limited opinions on efficiency (such as cost benefit relationship), efficiency (market share, ROI) and adaptability (input capital fluidity, marketing new product capability, ability to apply new technology, etc.) and list all the distribution channels that can be used by garment enterprises, what is or should be current or future goals.

Besides, it should also investigate the constraints of clothing channel system design, such as whether there are any rules that can not be changed.

Many garment industries have always strictly adhered to regulations, and some practices have become laws.

The dealer system has been in existence for 60 years and basically can not be changed.

Part of the reason is

Practices and values make the distribution system inviolable.

If all reasonable or unreasonable objectives and restrictions are clearly listed, difficulties in changing distribution channels can be seen.

At this point, the designer should turn this list into a survey tool and distribute it to a garment enterprise for distribution.

In the hands of all the staff, let them make a trade-off analysis similar to the sales design.

Then, the data are analyzed again to determine the relative importance of objectives and constraints, and a "restricted" distribution system plan is worked out.

Gap analysis.

This step is to compare three different distribution systems and analyze their differences.

The three systems are: "ideal" (user oriented) system, the existing system and the "restricted" system.

In the first case, the three systems are very similar.

It shows that the design of the existing system has been "in place" and has something that traditional consumers want.

If users complain about the existing system, the problem is not in the system structure but in the system management.

The basic countermeasures should focus on strengthening system management and increasing sales volume.

In the second case, the existing system is very similar to the management restriction system, but very different from the "ideal" system.

This indicates that the goals or restrictions adopted by management led to the gap.

Designers must carefully investigate the effectiveness of goals or constraints.

The work will be completed in the next step.

The third situation is that the three systems are vastly different, and there are gaps.

If a management restriction system is located between an existing system and an "ideal" system, it is usually possible to increase the satisfaction of the end user without reducing the target or restriction.

Relaxing some management restrictions may also provide more user benefits.

The degree of consistency with the "ideal" system is the yardstick for evaluating other systems.

A system that is properly constructed and properly managed according to this standard is a system that can satisfy end users and is synonymous with overall quality management.

A gap with the "ideal" system means existing or management.

Sacrifice user satisfaction must be amended as much as possible.