Analysis Of Apparel Retailer'S Channel Flat Strategy

< p > earlier min faction < a target= "_blank" href= "http://www.91se91.com/" > dress < /a > (Anta, XTEP, Qipai, Li Lang, seven wolves...

Through (Star + CCTV + high preferential channel policy + provincial generation, district generation channel mode) quickly occupied the market penetration, and then for various reasons, the original partners (agents) to rapidly cut down (the author has another article "cup liquor release military power - clothing agents'").

And now the major brands of direct marketing (direct branch, direct store), I think the interests of a little more, vague strategy is not a little bit.

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< p > in the field of business, it is natural to win both sides of the business, and to win more is the icing on the cake.

The author, one of his elder brother, Mr. Ding (acting Chao Zhuang and leisure brand) shared a story with the author. He entered the Jiangsu market in the early years, rented the shop, and recognized the legendary actor Anta and Mr. Yang Yang, a fashion broker, through a facade crisis to a push, and then promoted the classic case of multi demand satisfaction to win.

Therefore, Mr. Ding, the elder brother, defined the neutralization trade Mr. Yang as the top hand of the qingqingyang in the laughing stock.

I believe that the reason why the trade can be written in Jiangsu is legendary, except for the right place and the right place. Mr. Yang's 42 business ideas and connections are the strategic heights to occupy the high point of the retail market.

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< p > < strong > thinking labels: strategic interests < /strong > /p >

< p > > a href= "http://www.91se91.com/news/index_f.asp" > brand > /a > headquarters location. It has a strategic plan for the national regional market.

The national market is vast, but human resources and capital resources are limited.

How to allocate this limited resource? < /p >

P > from the strategic plan, the whole China market is divided into North, central China, Southern China, northwest, south-west, East China, Northeast China, northeast seven plates or fine to the provincial and municipal units. According to the population density, economic volume and consumption, the market is divided into the first line, the second line, the three line, the four line or the five line market, and then according to the commercial circle atmosphere of this city, the category A, the B class and the C business circle are redivided, and then the traditional pedestrian street, indoor SHOPMALL, community store, Shang Chao, department store, etc. are then divided according to the nature of the channel.

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< p > > put together the train of thought and combine the GDP of the National Bureau of statistics, the capacity of population, social consumer goods, the distribution and distribution of competing products, and so on. In line with proper SWOT analysis, we will come up with a strategic plan, developing direction (volume, capacity and quality), and then strive for matching needs (manpower, material resources and financial resources).

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< p > a primary channel planning plan has come out. The author served the brand headquarters in the early years, and always took charge of the regional market. He was responsible for the total generation and even intervened in the planning and setting of the agent's organizational structure.

Later, he went to the direct branch company and found that the thing of metaphysics and reading the book is "the ideal is beautiful, the reality is very skinny".

Strategy, does not combine its own brand positioning, channel positioning, human capital status quo......

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< p > < strong > on paper.

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< p > < strong > thinking labels: scale profit tactics set < /strong > < /p >

< p > "strategy" is the pillar of "goal" (revenue target and profit target).

With strategy and goals, that is what tactics and routines to accomplish.

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< p > "attack the region, optimize the organizational structure, flat channels, and build an efficient team!" logic is clear, the argument is strong, the "bandits" army swore an oath.

However, I think of a question asked by Mr. Guo Lin of the MBA center of Xiamen University: as a professional manager to enter an emerging market, do you want to scale or profit? If you are an entrepreneur, do you want to scale or profit? The same question is different in location, and the answer is quite different. Why? < /p >

< p > < strong > in the final analysis, it is not enough professionalism.

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< p > < strong > "bandits" troops entering the city, the first step: layout tactics < /strong > /p >

< p > how to achieve the established goals, with the strategic idea (war thinking), that is, the problem of tactical layout. There are many ways, but the freshness and innovation are not enough.

Most of them are the layout of the core category a core business circle, the opening of the image shop, the setting up of benchmarking, the making of templates, the radiation, or the Chairman Mao's "encircling the cities in the countryside", and the surrounding two kinds of business spots are infiltrating the core.

Between the two, benchmarking a type of business district selling water quickly in the performance of "immediate results", this is the most willing to do the work of the people, as for the cost and loss risk is really not considered the key category, known as "strategic loss".

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< p > this routine was very easy to use before 2010 and was always tested.

Seven wolves around the country invested large living area in 2007 (failed); Eupa Group invested in IT digital city (failure); KAPPA fell in progress.

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Mr. Chen Yihong, who is less than P KAPPA, has scolded a professional manager who has no occupation in China.

I think Mr. Lining also has the anger of old partner Chen Yihong, at least Mr. Hong Zhongxin of the strong fighter is introspection on the past.

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< p > I recall Mr. Wu Xiaobo's "great defeat" and "thirty years of agitation". This dress circle must be excavated thoroughly, which is also a very good historical play in the economic chronicle of China's reform and opening up.

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< p > the author said in the series of "war of clothing agents", the reasons why the agent was cut down by Brand Company: < /p >

< p > 1, the difference between the total scale of the total generation and the competing products, and the gap between the target capacity and the total generation is too large; < /p >

< p > 2, total deviation of business ideas and headquarters strategy; < /p >

< p > 3, the total organizational structure pformation is difficult, and it is not easy to be progressive and pedantic to impede brand development; < /p >

< p > 4, total generation deviation of focus; < /p >

< p > 5, the total generation's capital bearing capacity, anti risk ability and development bottleneck are highlighted.

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The essence of < p > is "interest", which is business.

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< p > < strong > the "bandits" army entered the city, the second step: the control of human resources < /strong > /p >

< p > "man" is the "root" of all things.

Reasonable organizational structure and human capital support provide protection for business development.

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Compared with the "family management" of the original agent, the bandits army is more professional than P.

But iron fought the camp.

The lack of personnel stability, the division of responsibilities of a radish and a pit often result in the greatest loss of resources.

The management cycle of the "bandits" army is quite long.

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< p > a friend of mine, a senior HR in the industry, talked about the phenomenon of "internal friction" often encountered in the actual use of hunting talents and enterprises.

Therefore, the professional people are optimized or self optimized in the extremely politicized environment.

The biggest risk of "bandits" troops entering the city is human capital risk.

Soldiers often change, and their heads often change.

The seemingly majestic entry into the city lacks high stability.

Human capital is the most important thing to control healthy matters.

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< p > here, I think of BELLE's corporate culture and sense of belonging and honor and disgrace, which is the internal driving force for BELLE's development.

A brand can let practitioners do their best. It is really not a rule of duty.

Strategy is the guiding principle, tactics is the implementation of strategy in combat, commonly known as routines.

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< p > < strong > "bandits" troops enter the city, the third step: business development.

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< p > "the art of war of the sun" in such a sentence: soldiers, the great event of the country, the place of survival, the way of survival, we must not fail to observe.

"Bandits" army, before the death of the brand, although many people know, but know very little.

The "bandits" army is not only firmly entrenched in the city, but the need to break the ground is the "banditry" nature.

So how to make business revenue grow rapidly is the "bandits" army order.

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< p > occupying market routine is no more than three: direct operation directly occupy, or join in the development of power, and then use the mode of joint operation.

It is not necessarily objective to evaluate the situation purely with the "top and middle plans". It should be in line with the actual situation in the regional market. Sometimes, the worst policy in a single time and space is precisely the best policy in the process of operation.

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< p > only the bandit army must control the core of its operation in the course of market operation: finance < a href= "http://www.91se91.com/news/index_s.asp" > risk < /a >.

"Bandit" army often relies on its own manpower, material resources, financial resources and brand strength, but without financial risk, the development of control and supervision business will ruin the lifeblood of enterprises.

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< p > I often reflect on why so many domestic brands are so hard to achieve "evergreen"? Is the "bandit" army commander's high level of structure inadequate or ungrounded? The root of his original business development is lost. < /p >

< p > the word "rash advance" is a bit extreme. Although there is a strategy of backbone development, there is no strong and steady manpower support, financial support and supervision self awakening review mechanism.

Success is slim. Failure is inevitable.

Brilliant few, self knowledge.

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