Where Is The Brand Shoe Stepping Board In Cold Winter?

Another year's order, you sing me on the stage!

And soon arrived in Fujian and even many domestic shoe and clothing brand enterprises to sharpen their knife and carry out exhibitions.

For the extraordinary winter of 2008, it has an unusual meaning.

With the end of the Beijing Olympic Games, the brand of shoes and clothing, especially the movement of brand, is becoming more and more noticeable.

The old brand has made great efforts to break through the cracks of the new brand. The third round of "brand building movement" of Quanzhou footwear and garment enterprises has opened the curtain.

A few storms, several ups and downs......

Each round of "licensing movement" has created many new brands, and has also flooded more brand martyrs.

Winners have their own uniqueness, and losers are also deeply awakened.

Where is the stepping board that supports shoes, clothing, brand, enterprise, take-off and even take-off?

The author is willing to combine his own long-term research accumulation and marketing consulting experience of Fujian shoes and clothing brand enterprises, and analyze the necessary conditions for supporting shoes and clothing brand enterprises to take a foothold, take off and even take off, the construction of marketing management platform.

What is marketing management platform is the foundation of marketing strategy implementation and marketing management mode operation.

A reasonable and effective marketing management platform is strongly supported by five pillars. Specifically speaking, it includes five parts: marketing system organization, marketing business process and management process, marketing system management system and form, marketing system salary system, and performance appraisal of marketing system.

The five pillars support each other and support the realization of marketing strategy.

Organization of marketing system: organization does not exist in thin air.

The significance of organization lies in supporting the realization of enterprise strategy.

The basis of marketing system's organization design or adjustment should be closely related to the marketing strategic objective at this stage.

Around the marketing strategy, we need to refine the key business to support the realization of the marketing strategic objectives. For example, the marketing strategy of a sports brand this year is to achieve the order of 5 hundred million, of which 3.9 billion through the existing agents, 100 million of the new cooperative agents, and 10 million of the direct outlets in Fujian.

At this stage, the key business of marketing can not be separated from franchisee store guidance, regional expansion and direct store management.

Around the key business of marketing, the direction and emphasis of marketing organization adjustment or optimization are not difficult to determine. For example, optimizing the number of people in the market department, the establishment of an independent Directing Department and the establishment of management personnel in the direct store, and strengthening the ability of regional market development personnel, including the division of marketing system departments, the setting of marketing positions, the number of staffing, and the coordination relationship among different departments.

It is clear that the direction of improving and optimizing marketing organization is only the first pile for the construction of marketing management platform.

Which departments and jobs can be completed through marketing organization planning, and how each department and post should play its due role depends on the clarity of the job description.

Every professional manager should consider these questions if he wants to do routine work. What are my responsibilities?

To what extent do these things happen?

What are the permissions that I need to make decisions?

What do I need to do to make a bad job?

To put it plainly, this involves the equivalence of responsibilities and rights in each post.

It is easy to achieve equal rights and responsibilities.

The reason lies in three points: first, the definition of responsibilities is not clear; employees are holding the mentality of "being meritorious is their own and mistakes are others"; secondly, the boss is reluctant to delegate power, big and small matters are grasped, professional managers are vases, and third, the interests are not clearly linked, and the best is to do the same.

The job description is to make clear the responsibilities, powers and interests of each post and play a role.

Marketing business processes and management processes involve marketing business processes around goods flow, which can be divided into order, delivery, replenishment and return.

The specific management process is related to the specific marketing department, such as the opening process related to the marketing department and planning department, the promotion process related to the planning department, the training process related to the training department, and the terminal support process related to the AD support department.

Take the delivery process as an example, the main body responsible for shipment should be the sales department or the commodity department.

The direct effect of overall operation of goods flow is the satisfaction rate of futures orders.

And the overall planning process plays an important role in the whole enterprise's operation system, covering the various management fields of R & D, production, supply, sales and logistics.

Therefore, not the sales department or the commodity department does not want to increase the rate of futures order fulfillment, so it is really difficult to control the progress of the finished product warehousing.

That is to say, any operation point involved in the delivery process, if the operation is delayed or erroneous, the operation efficiency of the whole process will be affected.

The significance of sorting out the delivery process is to link the shipments and seamlessly.

At the same time, it needs to be clarified that the business process is not only a diagram, but also a job specification system.

Business process diagram is just a visual sketch of process operation, and more important and more important content is hidden behind the business process diagram, at least including process flow statement, process operation form and process checkpoint.

Therefore, do not simplify and popularized the process, and do not even think of process optimization or process reengineering.

After all, the formation of a business process is not only reflected in flowcharts and text descriptions, but also represents a habit of homework.

It is precisely that a person's temporary homework habits are difficult to change. A group of people's homework habits are harder to change. The long-term habits of a group of people are the most difficult to change.

An example of failure of business process change that is uncommon and uncommon is enough to illustrate this point.

The marketing system management system is closely related to the management system and the business process and the management process.

The so-called marketing management system, in fact, is a restrictive document on the standardization of marketing process operation, that is, to further enhance the timeliness and accuracy of the work of the relevant posts, and to make an assessment of the operation process and the results of the operation.

Therefore, the foothold of the marketing management system must be related to the reward and punishment clause, which ensures the seriousness and objectivity of the system from the angle of assessment and encouragement.

Only in the management of shoes and clothing and consumer goods industry, the management system is incomplete or nominal.

There are few management systems that match enterprise management level, team quality and docking culture.

The salary system of the marketing system can be divided into basic salary and performance salary, and the role of the two is not the same.

The basic salary reflects the relative contribution value of each post to the enterprise, and it is also the lowest labor cost that each enterprise must bear.

Performance pay reflects the actual performance of each post.

As far as the basic salary is concerned, the general problem is that the basis of job evaluation is not clear and the index is not clear, resulting in the lack of enforceability of the salary structure.

When it comes to specific personnel, when determining salary levels, or implementing a one size fits all plan, or negotiating wage forms, it ignores the difference of job value of different marketing teams and the differences of experience and skills of different positions and specific personnel.

Moreover, at present, a prominent problem is that old people's wages and new salaries are often the same posts. New employees often have a higher salary than the existing ones.

Or a close relationship with the boss to implement special wage standards.

The direct consequence of all these is that fairness can not be guaranteed, and team morale is greatly affected.

How should we determine the salary system suitable for enterprises?

The establishment of performance pay also failed to give play to the role of encouraging advanced and promoting backwardness.

Due to the lack of a direct evaluation mechanism corresponding to performance pay, performance pay is reduced to a guaranteed income.

Failure to get performance pay has become an abnormal phenomenon, and it has completely lost its original role.

Performance pay does not work. It also has a direct impact on the efficiency of the process execution and the effectiveness of the system.

After all, the basic salary is the earned income of every post. It can not be easily deducted by the protection of labor law.

While performance salary is a floating income, it can be directly linked to the efficiency and efficiency of different stages and jobs.

Imagine that no enterprise or boss wants his employees to complete their work efficiently and accurately.

Without the directional guidance and encouragement of performance pay, it is estimated that only the strong cultural charisma of our enterprises can be expected to inspire employees to work efficiently and spontaneously.

There are few enterprises that have high confidence in the strength of their own corporate culture.

It's a long way to go.

Similarly, the promotion of enterprise marketing management level is endless.

The gap is not scary. What we can do is to turn a blind eye to the management gap or do nothing.

Rome city was not built in a day, and the five pillars of marketing management platform could not be completed at all.

The key is to take the first step.

Sincerely wish the shoe and clothing brand can catch up with difficulties and catch up with each other, build up a marketing management platform quickly, make up for the short board of marketing management, and strongly support the brand to start and take off so as to truly stand in the brand name of China and the world.

Yang Jing: editor in charge