The Reform Of Shoemaking Enterprises Is Not Good Enough. Overall Planning Is The Main Reason.

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< p > the ancients said: "do not seek eternal life, do not seek for a time, do not seek the overall situation, do not seek a field."

In the protracted war, Mao Zedong also said, "everything is predetermined but not predisposed".

We can see the importance of making overall plans.

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< p > > a href= "http://www.91se91.com/news/index_x.asp" > shoes industry < /a > today, various problems are becoming more and more prominent.

However, the path of reform is not smooth sailing. Many of them spent money, manpower and material resources, but failed to achieve the desired results.

Where is the problem? < /p >

< p > the answer is: there is no overall plan.

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< p > < strong > decentralization, not virtual duty < /strong > /p >

< p > Case: M brand is developing well in G Province, and always wants to continue to expand its scale.

Before long, however, the professional manager resigned.

After understanding, the total generation always leapfrog management, professional managers empty, deputy general name, so that they feel that they can not get the display, the company has no substantive contribution, but reluctantly had to leave.

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< p > in shoe industry, similar things are not uncommon.

Many of the total hiring managers have little effect on management and performance. A large part of the reason is that they do not know how to delegate power.

Many of the total generation believed that professional managers were invited to spend money. When needed, he was advised to plan and plan. When he thought that his strategy was not good enough, he threw it aside and went to battle in person.

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< p > it has been proved that the practice of this professional manager can make the whole generation "feel at ease" and temporarily establish prestige and win the limelight. But for the whole team, this is the success of personal heroism rather than the success of the system.

To achieve rapid development, we must cooperate with each other and be compatible with every link of its system.

In a sense, leapfrog management is the "executioner" that destroys the operation of the company. The same result is achieved by leapfrog management or system management, which has a completely different impact on the future development of the enterprise.

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< p > H brand knows how to delegate power to < a href= "http://xm.sjfzxm.com/ > Professional Manager < /a >.

When it entered Shenyang, the talent structure could be described as "five zang organs". The logistics department, the marketing department and the finance department were listed one by one, and no matter the disposition of the inventory, the collection of the dealer or the management of the team, they were relieved to let professional managers manipulate them, and the total generation only gave guidance to the macro level.

Such trust is a double reward for professional managers.

After a period of time, the effect was remarkable. The annual sales of H brand in Shenyang achieved a 20% rapid growth.

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Less than P, the relationship between professional managers and the general generation is harmonious, and business is natural.

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< p > < strong > channel is more difficult than /strong > /p >.

< p > Case: Z brand S city has always been the main part of the franchise. With the development of brand, Z brand company has asked for more direct outlets. The total generation of Lao Liu has counted the accounts: the annual double rent of the city is about 200 thousand. If the franchising mode is adopted, the cost of goods, personnel and rents will be borne by the dealers themselves, providing only remote services, and the initial investment will be relatively small.

To do direct business, decoration, personnel and first distribution, a single store will need 60-80 yuan for the first time, plus financial, supervision, training and logistics services. The cost will be at least 1 million yuan a year.

One side is the requirement of the company, the other is the pressure of reality. What should we do?

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< p > for shoes brand, there are two kinds of channel models. One is to lock in large and medium-sized cities and enter the mainstream business circle, which means more intensive consumption groups and stronger competitors. The other is to sink the channel, expand the three or four level market, and seek survival for the next business circle.

The mainstream business circle is suitable for setting up direct stores, which helps to establish brand image and carry out standardized management. However, in the three or four line market, the mode of direct operation is sluggish.

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< p > nowadays, many brands constantly press on behalf of the general brand in order to enhance their brand influence, and require more direct outlets.

The total generation is constrained by factors such as capital, management, manpower and so on, so it is difficult to pform. If it is careless, it will lose the advantage that has been hard before.

However, as long as the mind does not slide, there are more ways than difficulties. Many of them have adopted the compromise method of "self support, affiliation and joint operation".

Self employed in the industry shuffle, join in to stabilize the card, with the joint pition.

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The brand of "P > Y in Shaanxi is this mode. In the three prefecture level cities of the province, there are self owned stores in Ankang, Hanzhoung and Yulin, with an average number of shops opening up to 7 and 8 stores, including both brand image shops and digestive inventory stores.

In these prefecture level cities under the jurisdiction of the county, Y brand is mainly franchised stores, quickly spread out, seize the market terminal.

Over the years, the operation of Y brand in Shaanxi has been in good momentum and has great relations with the strategy of opening up stores.

Focus on "characteristic" knife "/p".

< p > Case: Sichuan women's shoes brand D, using the advantages of women's shoes, vigorously develops products and always grabs the "fresh" market.

A shop in a certain district of Yibin is only a single bay, and its location is not very good. The daily average sales volume is over eight thousand yuan, which is better than the sales of the strong brands of some A-level business circles, and the unit price of passengers is also high.

Similarly, the strength of Wenzhou titai brand in Shaanxi is recognized by the industry, mainly due to the comprehensive structure of its men's shoes, all kinds of shoes, fabrics and colors.

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Why are brands such as P and D so strong? Because they have made their own characteristics.

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< p > nowadays, many generations like to follow blindly and watch others' shoes sell well. They also go into a batch, so they can only follow behind others forever, unable to make their own new ideas and characteristics.

If it is a kind of focus to reproduce for the sake of breakthrough, then breaking through for replication is a homogeneity. This kind of follow is the leftover of the strong, and it is very difficult to succeed.

Only by jumping out of homogenization and making its own characteristics can we take the lead in fierce market competition.

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< p > of course, the feature not only refers to the product, but also includes the < a > the marketing mix < /a > the price, the focus of the terminal format, the team ability, the cooperation mode and so on.

For example, in the Sichuan area, KK women shoes have worked hard in the cooperation mode and team capability, and become the well-known women's shoes brands in Sichuan. But the HT brand always takes the lead in the capital, Lezhi, Weiyuan, Shehong and Guangyuan, focusing on a certain point of the terminal format. It is also a success. LM brand has the advantage in the price of quality products, and only Chengdu city has more than 20 stores, which is also very successful.

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If P has its own characteristics, we can create our own sharp knives and focus on sharp knives and hard work, so that we can achieve a thriving career.

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< p > < strong > total generation is "capacitive", career is "big" < /strong > < /p >.

< p > Case: D brand Shaanxi is in the period of rapid development, joining and running independently, with annual sales of nearly 100 million yuan.

Due to the expansion of the scale, more than ten employees were recruited recently, but after a month, all of them resigned.

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< p > why? The survey found that the problem is on the old employees.

They are all the followers of the whole generation. Although they have the ability and experience, they do their own things, and no one will accept them.

After the entry of new employees, the cronies rely on old age and weak team consciousness, resulting in confusion of power and responsibility, and new employees can not play their own value, so they resigned.

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< p > most of the total generation in the early stage of reform and opening up was initiated by relatives and friends, one by one, from the initial self-employed to the current corporatization scale. At the beginning of the whole generation, 35 people could complete their day-to-day business activities, with few staff and relatives and friends playing their own initiative, and immortal achievements for the development of the general generation.

However, over time, the number of terminal outlets has increased and sales have doubled.

However, the accumulation of family difficulties has made team building a difficult problem.

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< p > how to deal with the relationship between new employees and confidant?

The whole generation is "capacitive" and the cause is "big".

Paying attention to the executive authority of deputy general level is the depth of total generation tolerance, compatible with the growth of employees, and is the width of total generation tolerance.

Handle the relationship between new employees and old friends with tolerance.

Such tolerance is the mind of the general generation.

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The above four aspects are the puzzles that the author summed up in the reform of P.

To solve these problems, in the final analysis, we must plan the overall situation.

So long as the total generation can stand to a certain height and formulate a policy to solve the problem according to their own needs, all difficulties will be solved after balancing the interests of all parties.

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