Small And Medium Sized Shoes Enterprises Strive For Survival

"Li Chen stone incident" has become a new Baidu search billboard, becoming the focus of attention of the majority of netizens today.

From Iphone to Diaoyu Island, from Diaoyu Dao to "good voice in China", from "good voice of China" to "Jiangnan Style", and then to "

What do you think? "The Internet separates the connection between reality and" the pseudo environment ", and divides our thinking and life style.

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

The "split" lets the small and medium-sized shoe enterprises consume time and effort to build up their brand image. They are swept away by a "price storm". "Splitting" can also make the unremarkable 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 wearing first-line brands at home and abroad.

A large proportion is 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. But in philosophy, the so-called "subjective initiative" can make entrepreneurs who seek to survive find another way, like Voight, "find them in thousands of degrees" and find their own positioning 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 Saar attributed it to 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.

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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.