Channel Strategy Decision Making For Garment Enterprises

This stage should choose the distribution strategy plan according to the results of the previous investigation and analysis, and design the best construction.

。

Formulating strategic options.

This step starts with testing the effectiveness of management bias.

The method is to state the objective and the restrictive conditions to the outsiders and the selected people inside the garment enterprises, evaluate their rationality, whether they can not be changed, and change the possible profits or losses.

Next, informal meetings are held to analyze the gap between management positioning and ideal positioning (the premise is that senior management should always support key steps in the ideal system).

Senior management should review the impact of "constraints" (objectives and constraints) on the ideal system in the past and explain how these constraints can be integrated with users' expectations as much as possible.

Then, the macro environment and the constraints of competition opportunities should be listed.

Finally, combined with the above information and opinions, we decided to achieve the principle of reconstructing the original system needed by the ideal system.

Best channel system decision.

The last step is to let the "ideal" force sales system (Tenth steps) get around the objectives or constraints that the management reserves or endorse, and form the best distribution channel system plan that fully absorbs the reasonable requirements in the whole process.

Although some management personnel will retain some reservations, they must agree on the main environment and competitiveness of the company and the company.

The best system may not be an ideal system, but it will be able to satisfy the management quality (the ultimate user satisfaction), the efficiency, the efficiency and the adaptability standard.

To ensure the best

To carry out the work, we should do the following work: let the personnel in the garment enterprises participate extensively and pfer the participation opinions to the corresponding functional departments and levels of garment enterprises.

An energetic manager is selected to chair the process of change.

The manager must have power, trust, political experience and perseverance.

As soon as possible, confirm who and which teams are responsible for channel work in the garment enterprises.

Always adhere to the user oriented work method, maintain patience and lasting work enthusiasm.

China has a vast territory and the largest population in the world, with huge market potential and numerous business opportunities.

Although the scale of the domestic market is huge, management is weak and order is chaotic. Fake and shoddy goods are repeatedly prohibited. Various kinds of violations occur from time to time, because the change to the best system can not be completed at one time.

no matter

How incredible is the "ideal" system, and believe that there is always a design mechanism to accomplish it.

Organize business units and senior management to plan a business case (identify opportunity cost, potential benefits, and implement the resources needed to choose the distribution system).

Management must advance the time and resource plan for implementing key processes in advance.

Make effective plans to ensure that individuals are responsible for the implementation process.

It includes mobilization (determination of behavior, turning point, interdependence in process), tactical planning and evaluation (including success or failure index, contingency, etc.).

Clear all aspects of system pformation, including exercises, communication and training methods.

At least arrange a senior manager to undertake pre inspection, participation, coaching, promotion and motivation.