Wang Zhentao Proposed To Sell Shoes Like Fruit.

Wang Zhentao, founder and chairman of AOKANG P, believes that products, customers and pricing are highly convergent for the < a href= "http://www.91se91.com/news/index_c.asp" > shoes enterprises < /a >, and the key to competition lies in the speed of competition.

Therefore, he proposed to "sell shoes like fruit," and divided the traditional four seasons into eight seasons.

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It is one of the most important challenges for entrepreneurs to see whether or not they can see the general trend and adjust their strategic direction in the P.

Taking China's shoe enterprises as an example, the inventory crisis in recent two years is not a temporary illness, but an inevitable outcome after the rapid development of China's footwear manufacturing industry.

If the enterprise is obsessed with dealing with the inventory of fire fighting marketing, it will lose a chance to adjust and upgrade.

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< p > first, overcapacity in manufacturing industry is a universal problem.

Not only is the shoe and clothing industry, but the overcapacity has brought a lot of backlog. The household appliance industry can dig deep into the countryside (or even dig too much), but there is no such possibility in the shoe and clothing industry. Discount sales promotion has become the main theme of the footwear industry in recent two years.

But on the other hand, this is the timing of brand display power (although domestic independent brands are still in a depressed state in the minds of consumers compared with international brands), taking the brands of AOKANG, which is the winning group of Kanglong's (expanded location information) group, for example, the impact of consumption downturn on Kanglong and Red Flamingo with lower brand awareness is greater, while the growth rate of same store decreases significantly, while AOKANG brands perform better.

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< p > secondly, the consumption behavior of consumers to shoes and clothing has changed, one is the more high-end brand, and the two is the frequency of consumption.

Although this means that shoes and clothing enterprises can sell more products, consumers need not homogenized products, but more differentiated and personalized products, which requires shoes and clothing enterprises to enhance market insight.

In addition, the renewal cycle of footwear consumption is greatly reduced, and it also challenges the speed of new product R & D design and listing.

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Wang Zhentao, founder and chairman of AOKANG < /a > P, believes that at present, for shoes companies, products, customers and pricing are highly convergent, and the key of competition is speed of competition. "Http://www.91se91.com/news/index_c.asp", "a", "http://www.91se91.com/news/index_c.asp"

Therefore, he proposed to "sell shoes like fruit," and divided the traditional four seasons into eight seasons, designed and developed new products according to the characteristics of each small season.

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< p > AOKANG also formulated the "fashion line" strategy for the high inventory of the existing monopoly mode this year. The "fashionable assembly line" is a new concept put forward by AOKANG in the marketing process. Its target is "24 hours of R & D, 3 hours of production, 24 hours of logistics, and 30 world shelves".

With the characteristics of "fast", the concept of production line is extended to the whole ecological chain of shoes and clothing enterprises.

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< p > if we can really achieve rapid marketing, we can naturally raise the turnover rate of capital and reduce the cost of inventory.

< a href= "http://www.91se91.com/pioneer/" > Wang Zhentao < /a > has said: "selling products can earn ten yuan, selling brands can earn one hundred yuan, and doing capital operation can earn ten thousand yuan."

Making fast fashion and improving capital utilization is the strategic direction for AOKANG's future operation.

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< p > but fast fashion is by no means an overnight move. With AOKANG's "eight season" new product, this means that the number of stores will increase, the cost of storefront will increase, and the selling price of single products will be reduced, which may affect the overall gross profit.

That is to say, the fast fashion "fast" test is the ability of a company to grasp the market as a whole. It shortens the product development cycle, requires enterprises to be extremely sensitive to the market, and extracts the fashion messages at the fastest speed and embody them in the products. This puts forward higher requirements for the production of products. At the same time, it must have strong logistics system support and greatly improve the circulation speed of products.

In addition, "fast" also involves price control capabilities, sales forecasts and the speed of supply chain reaction. What efforts will AOKANG make to achieve the established strategic goals? < /p >

< p > Huatai Securities issued research report predicts that AOKANG's international first half performance growth is slower than expected, revenue and net profit are negative growth, terminal consumption continues to be weak, and annual profit will be negative growth. In 2013, it will continue to pform to retailers, so as to enhance operational efficiency and improve performance in the short term.

The effect of strategic pformation is not temporary. Perhaps this is the pain caused by the rudder of a giant ship, and its long-term impact remains to be seen.

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