The Development Of Small And Medium-Sized Shoe Enterprises Should Advocate Adaptive Innovation Design.

The "Li Chen stone event" has become the new show of the Baidu search, which has become the focus of today's netizens.

From Iphone to Diaoyu Island, from Diaoyu Dao to "good voice in China", from "good voice of China" to "Jiangnan Style", and then to "Yuan Fang, how do you see it?" the Internet has split the connection between reality with the form of "Pseudo Environment", and has divided our thinking and living ways.

For the development of small and medium-sized shoe enterprises, such fragmentation is both a challenge and an opportunity.

"Split" let small and medium-sized

The time-consuming and energy consuming brand image has been swept away by a "price storm". "Fragmented" can also make the humble shoe enterprises stand in the ranks of the brand army in a "brainstorming".

Just like "how can you look at the loss of fortune," like "Yuan Fang, how do you see it?" from the ancient TV drama "fire road" this life, how can a "faction" be able to describe the real right and wrong? Summed up as a word, "split faction" is suitable for today's fast era.

The survival environment of small and medium-sized shoe enterprises can be said to be survival in the cracks, and the first line brands in the country are competing favorably, so they can only watch the competition between the mussels and mussels, but they are not the fishermen who are well off.

It can be said to be "obscurity", counting the number of China's 1 billion 300 million population, and how many of them are dressed at home and abroad.

A large proportion of shoes are produced and sold by small and medium-sized shoe manufacturers. Such a large supply is always facing the dilemma of bankruptcy and bankruptcy. It is not clear about the twists and turns in this. However, the so-called "subjective initiative" in philosophy can enable entrepreneurs to survive in another way, like Voight, to find their own position and seek their own direction of development.

How to find the right place? That requires the spirit of fragmentation.

The emerging markets in twenty-first Century are rapidly changing, unclear and competitive. Traditional innovation, design and business rules are no longer suitable.

"Adaptive innovative design" is a big proposal for the development of small and medium-sized shoe enterprises.

Rationally and sagacious, the four pillars of successful adaptive innovation design are mission, speed, market pulse and innovative design.

For shoe companies, first of all, having a clear sense of mission can make small and medium shoe companies relaxed in deciding what products to create.

Mountaineering circles have a famous saying, "speed is safety".

Just as NOKIA did not seize the market opportunities of smart phones, it made the rising star Samsung Corp go beyond it.

Of course, enterprises can detect market pulse by means of market testing, temporary shops, limited pilot projects and network testing, while listening to the market while nurtured and innovating, so that related innovations will soon appear.

Simple prototyping enables enterprises to quickly determine whether the solution is practical.

It is undeniable that this is what a rising business should do.

Let me give you a simple example.

There is a common phenomenon in the shoe market and the management of enterprises: the big boss of shoe enterprises is not the real manager of the enterprise. The big boss of small and medium-sized shoe enterprises always wants to be a brand shoe manufacturer, but always denies his ambition. That is impossible. There is a big vacancy in the middle of which is the big boss of the enterprise is a workshop origin.

Donald Sal summed it up as a "confirmatory bias".

Although it is very difficult to overcome this bias, as a manager of small and medium-sized shoe enterprises, how can we really get rid of the present situation? There are ten clues guides that can help SMEs leaders seize potential business opportunities and find a fundamental breakthrough.

It should be valuable, but the price is still low. 4, this discovery is beneficial to something, but it is not clear what it is. But, it is not clear what it is. 5, this product or service should be everywhere. 6, consumers have put some new product or service into service, but we have not yet provided support. 7, consumers should not need such products, but in fact, they do need it; 8, consumers find a product, but it is not what we sell; 9, this product or service is very popular in other places, but we have no one here; 10, this new product or new service should not have made so much money, but it did. 1, this product is long overdue, but it is not yet; 2, this consumption experience should not be time-consuming, laborious, costly or annoying, but this is the case; 3, this resource.

Often contrary to common sense, it may be more likely to become a business opportunity before competitors.

Can the operators and managers of small and medium-sized shoe enterprises consider the direction of the development of enterprises from a different angle? It is like promoting the development of the industrial chain by focusing on a product that is better than their competitors, so as to drive the sales of the brand of the enterprise. It is also a Daliang policy for the development of shoe enterprises.